APA 2026 Survey Links Psychological Capital to Workplace Stress
Workplace stress and economic uncertainty continue to drive a significant mental health strain across the United States, with 37 percent of workers reporting that their work environments negatively impact their mental well-being, according to the American Psychological Association’s 2026 Work in America survey. This figure marks a significant increase from the 32 percent reported in 2025. Conducted online by The Harris Poll between May 21 and June 1, 2026, among more than 2,000 working U.S. adults aged 18 and older, the survey demonstrates that cultivating psychological capital can protect employees against mounting job pressures and technological disruption.
- Thirty-seven percent of U.S. workers report that their work environment negatively impacts their mental health, up from 32 percent in 2025, according to the APA’s 2026 survey data.
- Psychological capital—measured via hope, efficacy, resilience, and optimism using a validated five-item scale—serves as a measurable buffer against workplace stress, anxiety, and job insecurity.
- Employees with high psychological capital are substantially less likely to experience daily tension (38 percent versus 55 percent for low psychological capital) and exhibit significantly lower intentions to seek new employment within the year (19 percent versus 51 percent).
The Harris Poll gathered responses from 2,009 employed adults, weighting the data by age, gender, race and ethnicity, region, education, marital status, household size, work status, and household income to reflect actual population proportions. The findings established workers’ levels of psychological capital by evaluating four foundational components: hope, efficacy, resilience, and optimism. Together, these contribute to how workers respond to challenging situations.
“As stress and economic uncertainty continue to build, it’s not surprising that many workers feel that tension interfering with their work,” said APA CEO Arthur C. Evans Jr., PhD. “Employers who want to succeed in this environment need to look beyond productivity metrics and help cultivate the psychological resources workers need to thrive.”
Nearly half of all U.S. workers—48 percent—report feeling tense or stressed out during their typical workday. However, the data highlights a stark divide based on psychological capital. Among workers who rated their psychological capital as low, 55 percent experience daily stress, compared to only 38 percent of workers with high psychological capital. Just 24 percent of workers with high psychological capital report that their work environment negatively affects their mental health, versus 47 percent of those with low psychological capital.
Perceptions of workplace health have also shifted negatively. While workers overwhelmingly desire environments that value health and well-being, the proportion of individuals describing their workplace as healthy dropped to 80 percent in 2026, down from 85 percent in 2025. A massive divide separates these perceptions: 95 percent of workers with high psychological capital describe their workplaces as healthy, compared to less than two-thirds—63 percent—of workers with low psychological capital.
Economic instability and rapid technological advancements amplify these anxieties. Nearly a third of workers (32 percent) expressed concern that they might lose their jobs within the next few weeks or months, an increase from 26 percent in 2025. Among those with high levels of psychological capital, only 21 percent share this fear. Artificial intelligence presents an additional source of apprehension. About half of workers with low psychological capital (53 percent) worry that AI could render some or all of their job duties obsolete, compared to 37 percent of workers with high psychological capital.
Building psychological capital directly influences organizational retention and stability. Less than 19 percent of workers with high psychological capital intend to look for a new job at a different organization in the next year. In sharp contrast, 51 percent of workers with low psychological capital report active intentions to leave their current employers.
To cultivate these resources, organizational leaders can implement intentional structural strategies. Recommendations include broadening performance metrics to evaluate how workers build hope, efficacy, resilience, and optimism rather than focusing solely on output. Employers must also build psychological capacities to adapt to new technologies alongside capital investments in the technologies themselves, while designing work cultures that ensure employees feel valued and supported.
“Unlike credentials or technical skills, psychological capital often goes unrecognized and unaccounted for by organizational leaders,” Evans stated. “But research shows that it’s not fixed and can be strengthened through intentional efforts, including steps employers can take. Organizations that make the effort to invest in their employees’ psychological capital will be better positioned to succeed in challenging circumstances, rather than being overwhelmed by them.”