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Healthcare
Special Issues
Job Satisfaction and Mental Health of Workers: Second Edition
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Job Satisfaction and Mental Health of Workers: Second Edition

A special issue of Healthcare (ISSN 2227-9032).

Deadline for manuscript submissions: closed (31 January 2026) | Viewed by 13317

Special Issue Editor

Prof. Dr. Vincenza Capone

E-Mail Website
Guest Editor
Department of Humanities, University of Naples Federico II, Via Porta di Massa 1, 80133 Naples, Italy
Interests: work and organizational psychology; burnout; job satisfaction; occupational health
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

Following the success of the Special Issue “Job Satisfaction and Mental Health of Workers”, we are pleased to announce its second edition, “Job Satisfaction and Mental Health of Workers: Second Edition”, aims to take a broader view of the same issues, with a special focus on the role of contexts and organizations in the well-being of working people. Indeed, a change in organizational culture which puts people at the center, is one method of improving workers’ well-being.

This Special Issue aims to collect studies concerning recent advances in workers’ mental health, including occupational stress, well-being, burnout, job satisfaction, work-related quality of life, etc., taking into account the context in which people work and the role of organizations as facilitators or obstacles to well-being. Submissions of original articles, systematic reviews, short communications, and other research works on related topics are welcome. All manuscripts will follow standard journal peer-review practices, and those accepted for publication will appear in this Special Issue. We look forward to receiving your contributions to this topic and this Special Issue.

Prof. Dr. Vincenza Capone
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 250 words) can be sent to the Editorial Office for assessment.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Healthcare is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2700 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • mental health
  • job satisfaction
  • occupational health
  • burnout
  • stress
  • well-being
  • work-related quality of life
  • workplace mental health
  • work–life balance
  • workplace bullying
  • workplace violence
  • workload
  • workers
  • healthcare workers
  • psychology

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Related Special Issue

Published Papers (4 papers)

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Research

20 pages, 718 KB  
Article
A Self-Determination Perspective in Healthcare: Leader–Member Exchange and Job Satisfaction in an Italian Sample
by Domenico Sanseverino, Alessandra Sacchi and Chiara Ghislieri
Healthcare 2026, 14(6), 794; https://doi.org/10.3390/healthcare14060794 - 20 Mar 2026
Viewed by 594
Abstract
Background/Objectives: Healthcare professionals operate in complex and demanding environments characterized by high workloads, emotional strain, and organizational pressures that can undermine well-being. According to Self-Determination Theory, the fulfillment of core psychological needs (autonomy, competence, and relatedness) leads to increased job satisfaction, a [...] Read more.
Background/Objectives: Healthcare professionals operate in complex and demanding environments characterized by high workloads, emotional strain, and organizational pressures that can undermine well-being. According to Self-Determination Theory, the fulfillment of core psychological needs (autonomy, competence, and relatedness) leads to increased job satisfaction, a key indicator of occupational well-being. Additionally, leadership plays a central role in shaping needs-fulfilling environments. Drawing on Leader–Member Exchange Theory (LMX), which emphasizes that high-quality leader-follower relationships foster greater discretion, provide learning opportunities, and build constructive team interactions, this study aimed to examine whether supportive leadership is associated with job satisfaction through the mediation of autonomy, team task cohesion, and perceived training opportunities. Methods: Data were collected from a local health authority in Northern Italy through an anonymous online survey, completed by 697 healthcare professionals, including 546 non-medical healthcare staff (primarily nurses) and 151 physicians. Structural equation modeling with a robust maximum likelihood estimator was employed to test the mediation model, including professional role as a covariate. Results: Higher LMX was positively and directly associated with job satisfaction, through the partial mediation of autonomy, team cohesion, and training opportunities, all positively associated with satisfaction. Team task cohesion showed the strongest associations with both LMX and satisfaction. Physicians reported slightly higher levels of autonomy, training opportunities, and job satisfaction than non-medical professionals. Conclusions: The findings suggest that supportive leadership contributes to healthcare professionals’ job satisfaction both directly and indirectly by contributing to core needs fulfillment. Interventions that strengthen relational quality, promote team cohesion, and enhance professional development may help sustain well-being and adaptive functioning in high-demand healthcare environments. Full article
(This article belongs to the Special Issue Job Satisfaction and Mental Health of Workers: Second Edition)
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18 pages, 589 KB  
Article
Towards Differentiated Management: The Role of Organizational Type and Work Position in Shaping Employee Engagement Among Slovak Healthcare Professionals
by Veronika Juran, Stela Kolesárová and Viktória Ali Taha
Healthcare 2026, 14(1), 7; https://doi.org/10.3390/healthcare14010007 - 19 Dec 2025
Viewed by 774
Abstract
Background/Objectives: Employee engagement is fundamental for the quality and sustainability of the Slovak healthcare sector. While the concept is critical, its operational challenges lie in the differentiated perception of its drivers across the highly heterogeneous workforce. This study aimed to empirically identify [...] Read more.
Background/Objectives: Employee engagement is fundamental for the quality and sustainability of the Slovak healthcare sector. While the concept is critical, its operational challenges lie in the differentiated perception of its drivers across the highly heterogeneous workforce. This study aimed to empirically identify and structure the key antecedent factors of engagement and examine their perception based on structural and sociodemographic characteristics among healthcare workers in Slovakia. Methods: This research employed a quantitative, cross-sectional design, utilizing a self-administered questionnaire distributed widely among healthcare providers throughout Slovakia. To achieve the study’s objectives, several advanced mathematical and statistical methods were applied: the Kaiser-Meyer-Olkin (KMO) Measure and Bartlett’s Test for sample adequacy, Principal Component Analysis (PCA) for empirical factor structuring and Analysis of Variance (ANOVA). Results: Three common antecedent factors for healthcare workers’ engagement and well-being were identified: Factor 1—Organizational Commitment and Identity; Factor 2—Meaningful Involvement and Job Satisfaction; and Factor 3—Organizational Citizenship and Retention Intent. Factor 1 was evaluated positively in public (state-owned) and mixed organizations but negatively in private healthcare providers, confirming a statistically significant difference. Factor 2 also exhibited significant differences based on work position: it was negatively rated by management, physicians, and nurses, but positively by other staff categories. Conclusions: The contribution of this study lies in the empirical confirmation that a universal managerial approach to increasing employee engagement in Slovak healthcare is ineffective. A differentiated managerial approach based on organizational type and work position directly supports the transition from blanket, expensive, and ineffective HR policies to strategic and targeted engagement management, which is essential for the long-term sustainability and improvement of care quality in Slovak healthcare. Full article
(This article belongs to the Special Issue Job Satisfaction and Mental Health of Workers: Second Edition)
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14 pages, 228 KB  
Article
Impact of Japan’s 2024 Physician Work Style Reform on Pediatricians’ Working Hours and Associated Factors
by Masatoshi Ishikawa, Ryoma Seto, Michiko Oguro and Yoshino Sato
Healthcare 2025, 13(15), 1815; https://doi.org/10.3390/healthcare13151815 - 25 Jul 2025
Cited by 1 | Viewed by 7122
Abstract
Background/Objectives: Long working hours among pediatricians negatively affect their health and patient safety. In Japan, the Ministry of Health, Labour and Welfare launched the “Work Style Reform for Physicians” in 2024. However, whether these reforms have effectively reduced pediatricians’ working hours remains unclear. [...] Read more.
Background/Objectives: Long working hours among pediatricians negatively affect their health and patient safety. In Japan, the Ministry of Health, Labour and Welfare launched the “Work Style Reform for Physicians” in 2024. However, whether these reforms have effectively reduced pediatricians’ working hours remains unclear. We surveyed pediatricians and pediatric residents working in hospital pediatric departments to assess whether the reform has reduced their long working hours. Methods: A questionnaire was distributed to pediatricians in hospitals, collecting data on demographics, working hours, night shifts, and other working conditions. A multivariate logistic regression analysis identified factors associated with working ≥60 and ≥80 h on a weekly basis. Results: Questionnaires were sent to 835 hospitals, with valid responses from 815 pediatricians across 316 hospitals. Among them, 31.7% worked 50–60 h per week, 18.4% worked 60–70 h, 7.7% worked 70–80 h, and 4.9% worked >80 h. Factors associated with working >60 h included being <30 years old and working in a department with five or more physicians. Pediatricians working >80 h were more likely to have a cardiology subspecialty and work in a department with five or more physicians. Conclusions: Although the “Work Style Reform for Physicians” has reduced long working hours among pediatricians, many still experience excessive workloads. Full article
(This article belongs to the Special Issue Job Satisfaction and Mental Health of Workers: Second Edition)
22 pages, 2738 KB  
Article
Effects of Psychosocial and Ergonomic Risk Perceptions in the Hospital Environment on Employee Health, Job Performance, and Absenteeism
by Kadriye Sönmez, Salim Yilmaz and Derya Karabay
Healthcare 2025, 13(9), 1000; https://doi.org/10.3390/healthcare13091000 - 26 Apr 2025
Cited by 2 | Viewed by 3644
Abstract
Background: This study examined the effects of psychosocial and ergonomic risk perceptions in the hospital environment on employee health, job performance, and absenteeism. In fast-paced hospital settings, the cumulative physical and psychological demands of patient care, exacerbated by poor ergonomic conditions, can jeopardize [...] Read more.
Background: This study examined the effects of psychosocial and ergonomic risk perceptions in the hospital environment on employee health, job performance, and absenteeism. In fast-paced hospital settings, the cumulative physical and psychological demands of patient care, exacerbated by poor ergonomic conditions, can jeopardize employee well-being and compromise service quality. Methods: A cross-sectional study was conducted among healthcare professionals in Istanbul using a multimethod approach with a quantitative emphasis. To analyze the interrelationships among these variables while controlling for demographic factors, including age and sex, structural equation modeling was employed. Results: The findings indicated that both psychological safety and favorable ergonomic conditions significantly enhanced job satisfaction, which in turn positively influenced mental health and overall job performance. Moreover, better physical health was associated with reduced absenteeism, further contributing to improved job performance. These results highlight the significance of developing supportive and ergonomically sound work environments for enhancing employee well-being, reducing absenteeism, and optimizing performance in hospital settings. Conclusions: This study offers valuable insights for hospital administrators and policymakers seeking to implement effective interventions that address psychosocial and ergonomic challenges, thereby ensuring higher quality healthcare services. Full article
(This article belongs to the Special Issue Job Satisfaction and Mental Health of Workers: Second Edition)
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