Exploring the Interplay of Mindfulness Workload and Organisational Support in Employee Wellbeing
Bhuvan Israni, Tarun Israni
Research Square October 21, 2026 preprint DOI: 10.21203/rs.3.rs-11020920/v1 (opens in new tab)
Study at a glance
AI-extracted from the abstract| Characteristics | Qualitative study |
|---|---|
| Sample size | 28 |
| Population | Employees across private-sector organisations |
| Intervention | Mindfulness |
| Topics | Meditation |
| Key findings | Employees value mindfulness for stress regulation and focus, but the authors report its operational efficacy is bounded by structural workplace conditions. Structural obstacles outweighed combined facilitators and benefits by 11% (Barrier-to-Benefit Ratio 1.11), nearly 40% of participants experienced severe operational friction, and 64.3% belonged to a systemically constrained majority. The authors argue mindfulness is one element within a broader organisational system rather than a standalone remedy. |
Abstract
Abstract Workplace stress poses persistent challenges to employee wellbeing, organisational performance, and workforce sustainability. While mindfulness is widely promoted to enhance resilience, individual coping mechanisms alone may be insufficient to address systemic stressors. Drawing on qualitative interviews (\((N = 28)\)) across private-sector organisations, this study explores employee perceptions of benefits, enablers, and inhibitors associated with workplace wellbeing. Beyond qualitative thematic analysis, an integrated empirical framework combining Multiple Correspondence Analysis (MCA), thematic network centrality mapping, and person-centred cluster analysis was deployed. The findings indicate that while employees value mindfulness for stress regulation and focus, its operational efficacy remains bounded by structural workplace conditions. Sample-wide burden statistics revealed an overall Barrier-to-Benefit Ratio of \((1.11)\), confirming that structural obstacles outweigh combined facilitators and benefits by \((11%)\), with nearly \((40%)\) of participants experiencing severe operational friction. Network analysis identified workplace stigma as the primary structural barrier and competitive work culture as the critical bridge connecting job demands to personal coping autonomy. Furthermore, person-centred clustering revealed substantial workforce heterogeneity, contrasting an autonomous minority with a dominant, systemically constrained majority (\((64.3%)\)). Grounded in the Job Demands-Resources framework, this study demonstrates that mindfulness functions as one element within a broader organisational system rather than a standalone remedy. Sustainable wellbeing requires an integrated approach that pairs individual resilience training with structural workload management and supportive managerial leadership.