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- Editorial New versions of psychosocial stress measurement tools (KOSS®19, KELS®11, and KWVS®13): toward good work
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Sei-Jin Chang*
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Annals of Occupational and Environmental Medicine 2025;37:e11.
DOI: https://doi.org/10.35371/aoem.2025.37.e11
Published online: May 7, 2025
Department of Preventive Medicine, Institute of Occupational and Environmental Medicine, Yonsei University Wonju College of Medicine, Wonju, Korea
- *Corresponding author: Sei-Jin Chang Department of Preventive Medicine, Institute of Occupational and Environmental Medicine, Yonsei University Wonju College of Medicine, 20-Ilsan-ro, Wonju 26426, Korea E-mail: chang0343@yonsei.ac.kr
• Received: February 11, 2025 • Revised: March 25, 2025 • Accepted: April 22, 2025
© 2025 Korean Society of Occupational & Environmental Medicine
This is an Open Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (https://creativecommons.org/licenses/by-nc/4.0/) which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.
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WORK IN HUMAN LIVES
Human beings are inherently social creatures who thrive in communal settings and grow through meaningful social interactions. At the heart of these social activities lies work. Work is defined as the exertion or effort directed toward producing or achieving something, which individuals engage in throughout their lives. According to Herzberg’s Motivation-Hygiene Theory1 and Maslow’s Hierarchy of Needs,2 work can be a source of motivation, satisfaction, or stress, influenced by various internal and external factors. It can be argued that human life revolves around the work individuals perform within their family environments, encompassing caring, nurturing, and maintaining relationships. Historically, gender roles have shaped the activities people undertake in family contexts, but these roles continue to evolve. Individuals engage in work that emphasizes personal growth and development, as well as health and well-being, which includes acquiring new skills, healing, and pursuing personal passions.
Philosophers have long been intrigued by human actions from a metaphysical perspective. This includes inquiries into the purpose of life, the meaning of suffering, and the influence of personal choices on the greater good. Existentialist philosophers, such as Jean-Paul Sartre3 emphasized the individual's responsibility to create meaning in a seemingly indifferent universe. The traditional understanding of work has undergone a dramatic transformation due to the rise of automation, artificial intelligence, and digital platforms. Technology not only generates new types of jobs but also revolutionizes existing industries. Emerging economic models, such as the gig economy, remote work, and an increased reliance on online platforms, have reshaped how people perceive work, productivity, and rewards. Whether in the context of a career, a relationship, or a personal journey, the balance among these forms of work lies at the heart of the complexities of human life.
WORK: THAT JANUS-LIKE FACE
Work plays a pivotal role in people's lives, providing them with a sense of identity, social status, economic stability, and purpose. It serves as a means of livelihood, personal fulfillment, and social contribution. The financial security that comes with employment enables long-term planning, including saving, investing, and preparing for retirement.4 For many individuals, meaningful work offers a sense of purpose, fulfillment, and satisfaction, which significantly contributes to psychological well-being.5 Work is closely tied to one’s identity and self-esteem. This identity is further reinforced when individuals engage in work that aligns with their personal values, passions, and goals. Workplaces often foster social networks and a sense of community. Collaborating with colleagues, sharing challenges and insights, and achieving goals together create opportunities for interpersonal connections and solidarities that can positively impact both physical and mental health, as well as overall well-being. Work can instill a stronger sense of purpose, particularly when individuals perceive their roles as meaningful. This is especially true when their work contributes to societal growth and improvement or aligns with their personal values. Additionally, work offers opportunities for learning, career advancement, intellectual development, and skill enhancement. Self-Determination Theory5 emphasizes the importance of competence as a core psychological need that can be fulfilled through challenging and technical endeavors. Through their work, individuals contribute to social integration and progress, enhancing the well-being of the collective. This sense of belonging, in turn, reinforces their perception as valued members of society.
Work offers numerous benefits to humanity; however, it can also lead to challenges such as stress, pressure, conflict, burnout, and an imbalance between work and personal life. Maintaining a balance between work and personal life is essential for overall well-being.6 Karasek’s Demand-Control model7 emphasizes the significance of balance and autonomy in the workplace by examining how job strain arises when demands are high and control over tasks is low. Acknowledging the role of work in individuals' lives can inform policies, organizational practices, and personal choices aimed at enhancing well-being and productivity. The psychosocial risks associated with occupational health can significantly impact not only the mental and emotional well-being of employees but also their overall health. These risks may lead to stress, burnout, decreased productivity, sleep disturbances, depression, anxiety, and various other physical or mental health problems.7-9 Common psychosocial risks in the workplace include unhealthy work environments, excessive workloads, poor organizational culture, lack of autonomy, interpersonal conflicts, job insecurity, and workplace violence. While work can provide financial stability, a sense of purpose, and social connections that enhance health and well-being, it can also introduce stressors, health risks, and challenges to one's personal life.10 Therefore, researchers, employers, and policymakers must address these issues to ensure that work environments positively contribute to individuals' lives and health.
CULTURAL DIVERSITY ON WORK BETWEEN ASIA AND THE WEST
The nature of work in Asia and the West varies significantly due to cultural, social, economic, and historical factors. The Asian perspective on work emphasizes collectivism and teamwork, with individuals often prioritizing group harmony over personal accomplishments. Hierarchical structures are prevalent, where seniority and authority are highly valued, and long working hours may be accepted as a reflection of dedication and loyalty to the organization. In contrast, the Western view of work emphasizes individualism, with workers placing a high value on personal achievement and independence.11 Organizations tend to be more egalitarian, fostering open communication channels among executives at various levels. There is also a stronger emphasis on work-life balance, supported by labor laws and cultural expectations.
In organizational culture and management styles, leaders in Asia often adopt a patriarchal or authoritarian approach. While decisions are typically made collectively, they may still require approval from senior management. In this context, relationships and loyalty frequently take precedence over merit in promotion and hiring decisions. Conversely, managers in the West tend to emphasize participatory leadership to encourage employee input. Decision-making is generally more decentralized, and professionalism and meritocracy play a more significant role in career advancement.12
These differences are particularly evident in work-life balance. In Asia, work frequently overlaps with personal life, and there is a tendency to prioritize social activities with colleagues outside of working hours. Implicit societal pressure often results in longer working hours and fewer vacation days. In contrast, employees in the West value a clear separation between work and personal life.13 Organizations in the West are often legally required to provide adequate leave, including paternity leave. However, due to globalization and advancements in technology, both Asia and the West are increasingly adopting digital transformation, leading to the emergence of similar tools and processes across industries such as information technology, finance, and manufacturing.
The concept of calling, or a sense of vocation, is closely related to job values and manifests differently across Asian and Western cultures due to historical, religious, and philosophical differences. In Asian cultures, the understanding of calling is deeply rooted in Confucianism, Buddhism, and Taoism, which emphasize the importance of fulfilling one's duties within their social role.14 In contrast, Western cultures, influenced by Christian values, have developed a profound understanding of vocation. The Protestant Reformation underscored the significance of a personal relationship with God, framing work and life as a “calling” in service of a divine purpose. This perspective fostered a Protestant work ethic, which subsequently contributed to secular success.15 Despite these cultural differences in the understanding of calling, globalization has prompted a shift towards more individualistic interpretations of vocation worldwide. Nevertheless, traditional values often coexist with modern perspectives,16 and the concept of calling reflects a complex interplay of cultural, religious, and philosophical influences. As global perspectives on calling converge, there is an increasing emphasis on both individual aspirations and collective well-being, gradually bridging the gap between Western and Asian viewpoints.
ORGANIZATIONAL CULTURE, PSYCHOSOCIAL STRESS, AND GOOD WORK
The meaning of work, a sense of calling, and employees’ perceptions of their organizations significantly influence organizational culture. Organizational culture and job values, or career perspectives, are closely interrelated, as they profoundly impact job satisfaction, motivation, and organizational productivity.17 Organizational culture and the values that employees derive from their jobs are essential for fostering a highly motivated and engaged workforce. Employees are more likely to commit to an organization that aligns with their personal and professional values, leading to increased job satisfaction, engagement, and improved job performance. Consequently, organizational culture directly or indirectly affects the level of job stress experienced by employees. A healthy, collaborative, and authentic organizational culture characterized by support, cooperation, and adaptability can serve as both a direct source of stress and a buffer against it. In contrast, an organizational culture with authoritarian and closed communication channels can exacerbate employee stress levels. Organizations that cultivate a culture of trust and support tend to exhibit lower levels of stress among their employees.18
Psychosocial stressors—such as occupational stress, emotional labor, and workplace violence—significantly impact the physical, mental, and psychosocial health of workers. These stressors also increase the risk of adverse effects within organizations, including reduced productivity and increased costs. Good work environments are characterized by ethical, meaningful, and sustainable practices that enhance both individual and collective well-being.19 The presence of occupational stress, emotional labor, and workplace violence obstructs the maintenance of these principles by creating emotionally draining, ethically questionable, and physically unsafe conditions. Conversely, addressing and improving these factors fosters an environment where employees can thrive and make meaningful contributions to both the organization and society.
Health measurement tools are essential for assessing the health of individuals and populations, enabling healthcare providers, policymakers, and researchers to make informed decisions. These tools encompass various methods, including surveys, wearable devices, diagnostic tests, and clinical metrics, which are used to monitor health status, track diseases, evaluate interventions, and guide resource allocation. They facilitate the estimation of trends in health indicators such as life expectancy, morbidity, and mortality. This process is crucial for tracking the prevalence and incidence of diseases, detecting outbreaks, and implementing preventive measures,20 ultimately contributing to improved health outcomes.
TOWARD GOOD WORK
Good work refers to social activities that fulfill both personal and societal needs, adhere to ethical standards, and contribute positively to the well-being of individuals as well as organizational or social goals.19 Good work encompasses high-quality employment, characterized by factors such as job security, fair wages, opportunities for personal development, and a positive work environment. The risks or promoters of good work can be analyzed through organizational, personal, and social perspectives. Achieving good work is supported by principles of social justice, including job autonomy and control,7 fair compensation, opportunities for growth,21 supportive leadership,22 a positive and authentic workplace culture,23 and work-life balance,24 which are all leading indicators of good work. Conversely, increases in employment insecurity,25 inadequate compensation and rewards,26 workplace violence,27 excessive work demands,7 and prolonged emotional burnout are indicators of “unhealthy” work. Establishing a foundation for achieving good work necessitates a comprehensive, holistic approach that considers organizational practices, employee needs, and external socioeconomic factors.
The initial versions of KOSS-26,28 KELS-24, and KWVS-2429 were developed to objectively and quantitatively assess psychosocial stress among Koreans, with a particular focus on Korean organizational culture. Numerous studies have utilized these assessment tools, which have also been applied in workplace health management. In response to changes in the work environment, revisions were made to these tools. This special issue presents the background of these revisions, the validity evaluation of the tools, and introduces the revised versions: Korean Occupational Stress Scale (KOSS®19), Korean Emotional Labor Scale (KELS®11), and Korean Workplace Violence Scale (KWVS®13). The revision process was conducted in 2018,30 and it is now being proposed with the hope that these measurement tools will be widely adopted by researchers in both academic studies and workplace health management. It is anticipated that these efforts will serve as a cornerstone for the promotion of good work.
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