Employee Well-being and Mental Health in the Workplace: An HR Management Intervention Study in the Hybrid Work Era
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Abstract
Hybrid work has created new challenges for employee mental health, particularly burnout and psychological well-being, highlighting the need for effective workplace interventions. However, evidence regarding the long-term effectiveness of psychological capital and job crafting interventions in hybrid work environments remains limited. This study examined the effectiveness of Psychological Capital (PsyCap) and Job Crafting interventions in reducing burnout and improving psychological well-being among Indonesian employees, including the mediating role of psychological capital. A quantitative quasi-experimental design was employed through a three-wave longitudinal study spanning 12 months. The sample comprised 450 employees from three major Indonesian companies in the banking, technology, and healthcare sectors, assigned to four groups: PsyCap intervention, Job Crafting, combined interventions, and a control group. Data were analyzed using Structural Equation Modeling (SEM) and Latent Change Score Modeling (LCSM). The PsyCap intervention was the most effective, significantly reducing burnout (β = −0.42, p < 0.01) and improving psychological well-being (β = 0.38, p < 0.01), with effects persisting for 12 months. Combining PsyCap with Job Crafting did not produce significant additional improvements (Δχ² = 2.14, p > 0.05). Psychological capital mediated the relationship between human resource practices and burnout (indirect effect = 0.28, 95% CI [0.19, 0.37]), while digital stress moderated intervention effectiveness (β = −0.18, p < 0.05). These findings demonstrate the value of psychological capital training as a practical, sustained intervention for employee mental health in hybrid work environments. Organizations should prioritize structured psychological capital development programs to reduce burnout and enhance employee well-being.
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