Psychological distress in the workplace: The indirect contribution of work organization conditions to work performance

Abstract

BACKGROUND: Psychological distress affects between 5 and 27% of the general population [1]. Workers facing stressful work conditions are especially at high risk for experiencing psychological distress [1]. OBJECTIVES: To evaluate the association between work organization conditions and work performance via psychological distress. While the individual contribution of work organization conditions to psychological distress and work performance has been examined in the scientific literature, their combined influence on work performance remains relatively unknown. METHODS: To adjust for design effects, we relied on cluster sampling (employees working in organizations). MPlus was used to conduct path analyses [2]. RESULTS: While psychological demands, number of hours worked, and job insecurity were positively associated with psychological distress, job recognition was negatively associated with it. In the same vein, irregular work schedules and job insecurity seem to be negatively associated with work performance. On the one hand, skill utilization, decision latitude, recognition, and job promotion, all seemed to be positively associated with employee’s work performance. On the other hand, psychological demands, number of hours worked, and job insecurity were negatively and indirectly associated with work performance. CONCLUSIONS: Understanding the indirect association between work variables and workers’ psychological distress could promote their work performance. Understanding this association could help shed light on the difficulties employees with psychological distress face while meeting their job requirements. The results of this study should serve as a reminder to intervene on work organization conditions.