Occupational stress has been a long-standing concern of the health care industry. Studies indicate that health care workers have higher rates of substance abuse and suicide than other professions and elevated rates of depression and anxiety linked to job stress. In addition to psychological distress, other outcomes of job stress include burnout, absenteeism, employee intent to leave, reduced patient satisfaction, and diagnosis and treatment errors.
Beliefs about whether the institution provides high quality care may influence the perceived stress of job pressures and workload because higher quality care maybe reflected in greater support and availability of resources. Lower respiratory tract infections are, in people with HIV, the most common cause of hospitalization in an intensive care unit (ICU), according to a 2007 report from University College Hospital (UCH), London. Nearly half of people with HIV admitted to ICUs (48%) had a pulmonary (lung) infection, with Pneumocystis pneumonia (PCP) and bacterial pneumonia being the diagnosis in 80% of them. A 2009 US study reported about 40% of HIV-positive people in intensive care were admitted with respiratory failure, including pneumonia and other lung conditions such as emphysema.
As a general rule, actions to reduce job stress should give top priority to organizational changes that improve working conditions. But even the most conscientious efforts to improve working conditions are unlikely to eliminate stress completely for all workers. For this reason, a combination of organizational change and stress management is often the most successful approach for reducing stress at work. Organizational Change Intervention, Team process, Multidisciplinary health care teams, Multicomponent interventions, Stress Management Intervention.