New Study Discovers Surprising Remedy That Protects Workers Against Career Burnout, Job Stress

According Gallup’s State of the Global Workplace: 2024 Report, 49% of American and Canadian workers are stressed. But employees who find their work meaningful have fewer negative stressful feelings on a daily basis. A new survey of 5,989 adults, published last week, yields similar results. Study discovers natural remedy in employees’ hearts with fewer stressful feelings.

According to the report, “Hope can foster a sense of purpose and meaning at work, leading to a deeper connection with the organization’s goals and values. Employees who find hope in their personal growth, creativity, and the impact of their work are more likely to feel engaged and involved in their roles. This, in turn, can contribute to a positive workplace culture and better employee retention.”

According to the scientific director of iBalanceBrad Smith, this study identifies resilience as the key driver of hope. “The data show that it is not just resilience in general, but specific cognitive characteristics – positivity, self-efficacy and problem-solving – that underlie a strong sense of hope,” he announces. “Organizations that focus on cultivating these characteristics can make remarkable advances in employee well-being.”

The extraordinary power of hope

The meQ survey encourages employers not to underestimate the remarkable power of hope (the combination of optimism and self-efficacy) as a powerful emotion that can protect employees from pessimism and negativity and against burnout and workplace stress. of work. Their data shows that hope is a powerful positive force that can greatly improve employee well-being. Employees with the highest levels of hope are:

· 74% less likely to suffer from burnout

· 74% less likely to suffer from anxiety

· 75% less likely to suffer from depression

· 33% less likely to support a quiet resignation than less hopeful employees

You have to admit, those are pretty impressive results. Other findings also reveal that hope reduces employee turnover intentions by half (49% less) among the most hopeful employees. Additionally, employees with a strong sense of belonging face substantially reduced risks of burnout (-10.1%), anxiety (-19.9%), and depression (-19.9%). The study also found that managers play a critical role in employee well-being. More than 84.1% of employees with strong managerial support feel respected and valued by their teammates, compared to only 53% with weak managerial support.

In addition to serving as a key driver of hope, resilience emerged as a remedy for burnout, stress, silent attrition, and employee turnover. The key drivers of positivity, self-efficacy, and problem-solving drive goal-oriented and hope-motivated behavior by 50–85%. Compared to less resilient respondents, the most resilient employees showed reductions of more than 70% in the risk of anxiety, depression, and burnout.

“This study, along with our previous scientific research, continues to demonstrate the vital role that resilience and strong managers play in fostering a thriving workforce,” Smith said. “Now that we’ve identified hope and belonging as powerful forces for significantly improving employee well-being, engagement, productivity, and retention, it’s crucial that we empower employees with a sense of hope and belonging that enables them to better cope with stress, overcome obstacles, and find meaning in their work.”

According to the study, hope can greatly influence a person’s work life and overall well-being. In the professional realm, the study shows that hope can provide employees with the motivation and resilience needed to persevere through challenges and setbacks. When employees have a sense of hope, the study says they are more likely to approach their work with a positive mindset, which can improve productivity, creativity, and overall job satisfaction.

During organizational changes and times of uncertainty, the study concludes that hope can play a crucial role. When faced with challenges or adversity, a hopeful mindset can help employees adapt and take advantage of new opportunities for growth and development. By cultivating hope, the study proposes that organizations can foster a resilient workforce better equipped to navigate difficult times and emerge stronger.

The main sources of hope

MeQ’s study finds that workers discover hope from a variety of sources.

  1. Family stands out as the most important source of hope: 81.2% of employees gain hope from family relationships.
  2. Financial stability (74.1%) and personal growth (74.0%) also contribute greatly to employees’ sense of hope, followed closely by friends (72.2%).
  3. A substantial portion of employees (66.4%) derive hope from the fruits of their hard work.
  4. Faith plays an important role: 56.9% of employees find hope in their religious or spiritual beliefs.
  5. Self-improvement (55.2%) and creativity (48.9%) are also important sources of hope for many employees.
  6. Political and social change (20.5%) appears to be the least important source of hope among employees, suggesting that their hope stems primarily from personal, interpersonal and financial factors rather than broader social or political changes.

A final summary

MeQ’s findings remind us of the Stoics, who taught that even if we can’t control external events, such as workplace pressures, we can choose how we respond to them. And they remind us of the inspiring story of psychiatrist Viktor Frankl during his confinement in Auschwitz and other camps during World War II. In his classic book, Man’s search for meaningFrankl described being locked up in an extermination camp, where he said that elected be free: “When we can no longer change a situation, we are forced to change ourselves… Everything can be taken away from a human being, except one thing: the last of human freedoms: choosing one’s own attitude in any situation. set of circumstances, choose your own path.”

Employees can apply that hopeful mindset to deal with work stress and prevent burnout. Ultimately, hope has been shown to be an invaluable asset in daily routine, the MeQ study concludes. It not only improves individual well-being and performance, but also contributes to a positive and productive organizational culture.

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