Work Engagement in a Transforming Mental Health Care System: A Longitudinal Study Among Healthcare Professionals

Abstract

Mental healthcare systems are increasingly challenged to ensure accessibility, quality, and continuity of care. In response, a Mental Healthcare Institution in the south of the Netherlands, GGz Breburg implemented a large-scale organizational transition. To meet the increasing demand for care with scarce capacity and to keep mental health care available for care recipients who need specialized treatment. During the transition, small-scale transdiagnostic mental healthcare centers (MHC) were set up, closer to care recipients. In addition to MHCs, expertise centers (ECs) of GGz Breburg, intended for more specialized, complex, and/or longer-lasting treatments, continue to exist. The work environment of the healthcare professionals was reorganized into MHCs or ECs, or a combination of both. This study examined the effects of this transformation on work engagement and work experience among these healthcare professionals. A prospective longitudinal design was applied, with measurements at three time points between 2023 and 2025. A total of 733 participants completed the Utrecht Work Engagement Scale and the Groningen Work Experience Questionnaire. Results indicated that work engagement and most aspects of work experience remained stable over time. A small but statistically significant improvement was observed in perceived contact with supervisors. No significant changes were found in workload or absenteeism. These findings suggest that large-scale organizational change in mental healthcare does not necessarily negatively affect employee well-being. The results underline the importance of leadership, social support, and psychosocial resources in sustaining work engagement during periods of change.