Stress is widespread

In Gallup's latest State of the Global Workplace report, forty percent of employees worldwide said they experienced a lot of stress the previous day, and fifty six percent said they were struggling.

Workload blamed most

In a two thousand twenty five survey of more than one thousand one hundred HR and management professionals in the United Kingdom, heavy workloads were the most commonly cited cause among organizations reporting stress related…

Work is expanding

In two thousand twenty four, nearly half of workers around the world reported their workload had increased in the past year.

But workload isn't the only problem

Workload is only one kind of workplace stressor, and it may not always be the most damaging one.

“Workload is only one kind of workplace stressor, and it may not always be the most damaging one.”

Three role stressors studied

The research examined role ambiguity, when employees lack information to understand what is expected of them or how their work will be evaluated.Role conflict occurs when employees face incompatible demands, priorities, or expectations.

Ambiguity is most harmful

Role ambiguity emerged as the most detrimental stressor across many organizationally relevant outcomes, such as lower job satisfaction, work engagement, organizational commitment, perceptions of fairness, task performance, and organizational citizenship behaviors.

Why ambiguity damages workers

Ambiguity undermines employees' basic sense of direction at work. When employees do not know what they are supposed to do, how their work will be judged, or where their responsibilities begin and end, even routine…

Conflict drives burnout

Role conflict was the most consequential stressor for burnout, psychological distress, counterproductive work behavior like slacking off, and turnover intentions.

Overload affects body and mind

Role overload was most strongly linked to negative emotions and physical symptoms.Overload leaves employees with too many demands and too little recovery.

Identify the source first

Leaders should use pulse and engagement surveys and one on one meetings to ask employees three direct questions: Do you know what is expected of you?

Clarify roles in daily management

To address role ambiguity, make role clarity part of everyday management. At the start of major initiatives, leaders should explain who is responsible for what, what the work is meant to accomplish, which priorities matter…

WMATA example of clarity

The Washington Metropolitan Area Transit Authority developed a new operating model that clearly defined managers' operational responsibilities by assigning one individual to each operational role on every shift.

Resolve conflicts at the top

To address role conflict, leaders need to decide which priorities come first, what can wait, and what should no longer be expected.

Boeing changed incentive structure

In two thousand twenty four, Boeing faced scrutiny over a culture that prioritized production over safety, creating role conflict for employees.

Stop adding work to reduce overload

To address role overload, leaders need to ask what work should continue, what can wait, and what should stop.

Build wellbeing into work design

Well being cannot be delegated entirely to wellness programs, HR initiatives, or individual resilience.It must be built into how work is designed and managed.

“Well-being cannot be delegated entirely to wellness programs, HR initiatives, or individual resilience.”