The Psychological Impact of the Workplace Environment in Critical Care A Qualitative Exploration

Abstract

The workplace environment can have a significant impact on an employee's psychological wellbeing. This has been demonstrated using the Job Demand Control Model, which posits that high job demands and low decision latitude lead to increased job strain.Participants were recruited from three Critical Care Units within one NHS Trust in London. Each participant underwent a qualitative interview exploring attitudes to the workplace environment and its subsequent impact. Data were analysed using a thematic analysis approach.Thirty participants representing the multidisciplinary team and all levels of seniority were recruited according to a purposeful sampling technique. Our analysis demonstrated a measurable incidence of negative psychological consequences resulting from several key areas within the critical care environment, including isolation in single rooms and visibility of senior support. Applying the Job Demand Control model, we were able to identify areas of high job demand and low decision latitude.The critical care environment is highly dynamic and job demands are likely to be unmodifiable. The framework developed in this study highlights areas that can be adapted to improve decision latitude, consequently minimising negative consequences.Leaders wishing to improve the psychological wellbeing of their staff can use our framework to identify areas where individual control can be enhanced. This should lead to increased decision latitude, thereby reducing the psychological strain created by the workplace environment. In addition, a reduction in job strain and improved employee wellbeing may create more commitment to the organisation, improving productivity and enhancing career longevity.

Keywords

• Job Strain
• Critical Care
• Qualitative Methods
• Decision Latitude
• Organizational Design