How Can HR’s role in the healthcare sector be improved to effectively enhance employee wellbeing

Abstract

Using both quantitative and qualitative approaches, this study examines the connection between employee burnout and perceived organisational support in a health care setting. Organisational support and burnout levels are strongly correlated negatively, according to quantitative data gathered using the Workplace Support for Health (WSH) and Quality of Employee Experience at Work (QEEW) scales. In particular, among healthcare professionals, lower burnout symptoms are significantly predicted by higher perceptions of organisational support. These results are supported by thematic analysis of open-ended survey responses, which identifies important factors influencing employee well-being. Workers admit that there are physical wellness resources available, but they express concerns about their uneven distribution and irregular accessibility, which especially affects junior employees. The effectiveness of current wellness programs is undermined by a widespread culture of overwork, understaffing, and inadequate managerial training, all of which increase the risk of burnout. Theoretical implications highlight the usefulness of the Organisational Support Theory (OST) and the Job Demands-Resources (JD-R) model, showing how sufficient organisational support acts as a buffer against burnout. Recommendations for hospitals and HR departments to prioritise fair resource distribution, consistent hiring procedures, proactive managerial training, and encouraging candid conversations about mental health are examples of practical implications. In spite of sample size and sampling methodology limitations, this study offers practical insights and future research directions, highlighting the need for focused, micro-level interventions to sustainably improve organisational effectiveness and healthcare worker resilience.