MHM Magazine

Our patients’ health depends on the well-being of our healthcare professionals, and the current realities faced in private and government institutions are causing burnout rates to soar. The distressing environments experienced on a daily basis mean physical, mental and emotional well-being are rapidly declining, and these concerns are echoed across demographics and specialisations. Many healthcare workers are choosing to leave the profession in search of other jobs offering greater work-life balance, even if that means leaving healthcare entirely. The pandemic may have highlighted the prevalence of declining mental health and soaring burnout rates among healthcare professionals, but these issues have been simmering for years. The consequences of not addressing declining well-being at work are two-pronged. For the individual, issues may arise such as: • Substance abuse • Reduced engagement and satisfaction • Chronic stress and related illnesses • Deteriorating relationships For the organisation, concerns include: • Increased medical errors • Reduced productivity • Lower patient satisfaction • Higher absenteeism and turnover; and ultimately • Reduced profit. So, what can be done to reduce and resolve, if not prevent these issues from occurring in the first place? The solution generally starts from the top in the form of a supportive organisational culture aimed at creating healthy work environments, which has been planned for and integrated as a key strategic objective by leadership. That this should be initiated by executive leadership, it may not always be possible. Each department, team, and individual can take the initiative to start creating small steps toward positive change. This change could result in more supportive and conducive working environments that encourage work-life balance, the pursuit of professional development, enhanced communication, and most importantly - happier and healthier staff. An organisational culture which fosters the health and well-being of its staff must take into account the potentially deep-seated psychosocial hazards in the workplace that lead to reduced well-being in the first place, such as: • Excessive workloads and shifts • Staff shortages • Unnecessary administrative burdens • A lack of organisational support • Well-being not addressed as a strategic objective. It’s suggested that an organisational culture conducive to well-being implement interventions at a primary, secondary and tertiary level. At the primary level, work-related mental and physical illnesses are prevented. This is done through eliminating exposure Bronwyn M. Menne Organisational Psychologist bronwyn@psyqconsulting.co.za Phillipa Morris Healthcare Manager and Physiotherapist Midstream, Gauteng AN ORGANISATIONAL CULTURE IN HEALTHCARE THAT SUPPORTS THE HEALTHCARE PROFESSIONAL’S WELL-BEING MHM | 2024 | Volume 11 | Issue 2 | An Organisational Culture in Healthcare That Supports the Healthcare Professional’s Well-Being MHM Issue 2 | 2024 | MENTAL HEALTH MATTERS | 29 MHM