Stress and Well-Being Survey Analysis Blog Post

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Analyzing Employee Perceptions, Job Attitudes, and Organizational Support for Stress Management and Well-Being

In today’s demanding public education 9 -12 high school science department work environment, employee well-being and stress management have become critical factors in maintaining productivity, engagement, and retention. A recent analysis of DuVal High School science educators employee perceptions, job attitudes, and organizational support, as reflected in the data from a 5-point Likert-scale questionnaire comprehensive survey, sheds light on the current state of workplace well-being in the school and highlights areas for improvement. The findings underscore the importance of fostering a supportive organizational culture that prioritizes stress management and employee health.

Employee Perceptions and Job Attitudes

The data reveals that employees’ perceptions of their workplace significantly influence their job attitudes and overall well-being (Rice University, 2019). A majority of the science department faculty respondent employees reported that their job satisfaction is closely tied to the level of support they receive from the school and district. Employees who felt valued and supported were more likely to exhibit positive job attitudes (American College of Education, 2025), including higher levels of engagement, commitment, and motivation. Conversely, those who perceived a lack of support reported higher stress levels, lower job satisfaction, and a greater likelihood of burnout.

One notable finding is the correlation between perceived organizational support and stress levels. The participants who believed the organization actively cared about their well-being were less likely to experience chronic stress. This suggests that organizational efforts to address stress management can have a direct impact on employee morale and productivity. However, the data also indicates that many employees feel their organizations could do more to address stress and promote well-being, particularly through clearer communication and more accessible resources.

Organizational Support for Stress Management

The survey highlights varying degrees of organizational support for stress management and well-being initiatives. While some employee participants reported access to wellness programs, mental health resources, and flexible work arrangements, others expressed a need for more robust and inclusive support systems. For example, remote workers and those in demanding leadership roles sometimes feel underserved by existing programs, because of lack of tailored solutions to address their unique challenges.

A key takeaway from the data is the importance of proactive and visible support from leadership. Employees who observed their managers and executives actively participating in well-being initiatives were more likely to view their organization as genuinely committed to their health. This underscores the role of leadership in setting the tone for a culture of well-being and stress management.

Four Best Practices for Enhancing Employee Well-Being

Based on the data, organizations can take several actionable steps to improve employee perceptions, job attitudes, and overall well-being. Here are four best practices derived from the findings:

1. Promote Open Communication and Transparency
   Employees value clear and honest communication from their leaders. Organizations should regularly share information about available well-being resources, stress management programs, and organizational goals related to employee health. Transparent communication fosters trust and ensures employees feel informed and supported.

2. Tailor Well-Being Initiatives to Diverse Needs
   A one-size-fits-all approach to well-being is often ineffective. Organizations should conduct regular surveys or focus groups to understand the unique needs of different employee groups, such as remote workers, frontline staff, or those in high-stress roles. Tailored solutions, such as flexible scheduling, mental health days, or targeted wellness programs, can address specific challenges and demonstrate a commitment to inclusivity.

3. Encourage Leadership Involvement
   Leaders play a pivotal role in shaping organizational culture. When managers and executives actively participate in well-being initiatives—whether by attending wellness events, sharing their own experiences with stress management, or advocating for mental health resources—it sends a powerful message that employee well-being is a priority. Leadership involvement also helps normalize conversations about stress and mental health, reducing stigma and encouraging employees to seek support.

4. Invest in Comprehensive Well-Being Programs
   Organizations should go beyond superficial wellness offerings and invest in comprehensive programs that address physical, mental, and emotional health. This could include access to counseling services, stress management workshops, fitness incentives, and initiatives that promote work-life balance. Providing employees with a range of resources ensures they have the tools they need to manage stress effectively and maintain their well-being.

Summation

The data from the survey underscores the profound impact of organizational support on employee perceptions, job attitudes, and stress management. By prioritizing open communication, tailoring initiatives to diverse needs, encouraging leadership involvement, and investing in comprehensive well-being programs, organizations can create a culture that fosters resilience, engagement, and long-term success. In an era where employee well-being is increasingly linked to organizational performance, these practices are not just beneficial—they are essential.

Ultimately, the findings serve as a call to action for organizations to reevaluate their approach to stress management and well-being. By addressing the gaps identified in the data and implementing innovative best practices (Guo & Zhu, 2022), employers can build a healthier, more supportive workplace that empowers employees to thrive both personally and professionally.

References

American College of Education. (2025). LEAD6323 Organizational culture and behavior: Module 8 [Part 2 presentation]. Canvas https://ace.instructure.com/courses/2065536/external_tools/118428

Guo, Y., & Zhu, Y. (2022). How does organizational compassion motivate employee Innovative behavior: A cross-level mediation model. Psychological Reports, 125(6), 3162–3182. https://doi.org/10.1177/00332941211037598

Rice University. (2019). Organizational behavior. OpenStax.