C. Kuijpers et al.

(2020) found that employees with a relatively high workload will benefit more
from a job crafting intervention that increases their dedication and absorption behavior
compared to employees with a lower workload. This study is supported by the conservation of
resources theory and activation theory. The job crafting intervention was positively related to
interests crafting for workers with a relatively high workload, which in turn was associated with
an increase in dedication and absorption. This suggests that job crafting interventions can be an
effective tool for enhancing work engagement for employees with a higher workload. The
conceptual model that guides job crafting research proposes that employees proactively shape
the task, as well as the relational and cognitive boundaries of their work (Schaufeli & Bakker,
2012). The research on job crafting interventions is relatively new, but there are existing
literature reviews that focus specifically on examining the effects of job crafting interventions.
These studies suggest that job crafting interventions can be effective in improving work
engagement and well-being for employees, particularly those with a higher workload.

D. According to "The Seafarers Happiness Index" (2019), seafarers reported that a significant
portion of their time is consumed in checking and auditing, combined with an excess of
checklists and paperwork that is not beneficial to the vessel's operation. This can make the job
difficult and affect the seafarer's work behavior and performance. One seafarer stated that a lot
of their workload is time-consuming fulfilling the requirements of vetting and does not contribute
to the vessel's operation. These findings suggest that the continuous pressure about
inspections and audits, in addition to the overload of checklists and paperwork, makes the job
tougher than it needs to be for seafarers. This is consistent with the study by Kuijpers et al.
(2020), which found that employees with a higher workload will benefit more from a job crafting
intervention that increases their dedication and absorption behavior compared to employees
with a lower workload. Therefore, it is important for organizations to consider the impact of job
demands and resources on seafarers' well-being and work engagement, and to provide support
and interventions that can help alleviate the negative effects of excessive workload and job
demands.

E. According to Zappala et al. (2022), high workload was associated with lower well-being when
indirect effects through work conflict, sleep problems, and work engagement and behavior were
considered. Here are some additional findings from the search results:
Individuals who chronically experience high workload are at an increased risk for reporting
psychological and physical health problems

.
More frequent engagement in high-workload activities was associated with lower well-being on
multiple measures including higher stress
https://jech.bmj.com/content/74/11/919

.
Workload is associated with emotional exhaustion, nurse staffing levels, and burnout
https://pubmed.ncbi.nlm.nih.gov/34639654/
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8507775/
High workload can lead to work-related stress and reduced well-being
https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-021-06740-6

.
Studies on the implementation of mental health interventions in the workplace are limited to
high-income countries
https://www.sciencedirect.com/science/article/pii/S2666560322000883

.
F. According to the Job Demands-Resources (JD-R) model, work-related burnout progresses
through two mechanisms: unfavorable, highly stressful work conditions where job demands lead
to tiredness, and insufficient job resources that cause disengagement with evident motivation
collapse. Radic et al. (2020) found that career-related burnout develops via two causes in
accordance with the JD-R model: negative, extremely stressful circumstances at work in which
job demands result in tiredness, and not enough job resources leading to dissatisfaction with
obvious inspiration failure. The JD-R model proposes that working conditions can be
categorized into two broad categories: job demands and job resources, which are differentially
related to specific outcomes. Job demands are primarily related to the exhaustion component of
burnout, whereas (lack of) job resources are primarily related to disengagement. The JD-R
model predicts that high or unfavorable job demands are primarily and positively related to
exhaustion, whereas job resources are primarily and positively related to work engagement
https://pubmed.ncbi.nlm.nih.gov/11419809/
https://www.wilmarschaufeli.nl/publications/Schaufeli/160.pdf
https://www.wilmarschaufeli.nl/publications/Schaufeli/476.pdf

G. Work overload is a major stressor in the workplace that can lead to negative effects such as
debilitating stress, mood disorders, and illness. According to Dowd (2020), having little control
over an overwhelming workload can lead to burnout, which is a major concern for employees. A
study by Springer Link (2023) found that work overload was a strong, independent predictor of
burnout across all role types, with up to 2.90 times greater risk of burnout with work overload.
MIT Sloan Management Review (2020) suggests that companies often expect professionals
and managers to be “on” well beyond traditional work hours, which can lead to exhaustion and
burnout. Symptoms of work overload can include resentment towards the workplace, stress,
tension, and exhaustion, which can reduce levels of self-esteem (NCBI, 2021). It is important for
employers to recognize the negative effects of work overload and take steps to prevent burnout,
such as reducing workload, providing support, and promoting work-life balance.
https://www.researchgate.net/publication/
264816288_The_impact_of_role_stressors_and_work_overload_on_job_burnout
https://link.springer.com/article/10.1007/s11606-023-08153-z

TIME PRESSURE
H. Time pressure is a complex phenomenon that affects employees' well-being and work
behavior. Radic et al. (2020) argue that work-life time constraints, task assignments, and job
anxiety lead to poor well-being and work behavior. Time pressure reduces the value-
directedness of choices, reduces uncertainty-directed exploration, and increases the stickiness
of choices, as shown by behavioral, reinforcement learning, reaction time, and evidence
accumulation analyses. https://www.nature.com/articles/s41598-022-07901-1 .
Time pressure has a direct negative effect on creativity in organizations, as proposed by a
longitudinal field study. https://www.hbs.edu/ris/Publication%20Files/02-073_03f1ecea-789d-
4ce1-b594-e74aa4057e22.pdf. Time pressure is a real problem in modern society, as humans
are required to do things faster and faster. Time pressure also affects decision-making behavior
in a dynamic task environment, as shown by an experiment where subjects had to control a
system that changed over time. An experiment investigating how both time pressure and task
completion influence the occurrence of cognitive lockup found that both factors increase the
likelihood of cognitive lockup. Overall, time pressure is a complex phenomenon that requires
attention, as it affects employees' well-being and work behavior in various ways.
https://www.cairn-int.info/article-E_TH_742_0157--time-pressure-a-complex-phenomenon.htm
https://learnmoore.org/mooredata/TPND.pdf
https://www.sciencedirect.com/science/article/abs/pii/0001691894900132
https://citeseerx.ist.psu.edu/document?
doi=adb52ae593463d673ef22374caeaff5cb0c56867&repid=rep1&type=pdf

I. Work stress is a significant problem that exists in the cruise ship environment. Kusuma (2020)
states that employees may jump from ships due to their inability to perform their tasks under
pressure. This problem can arise due to extended hours at work and a heavy workload. Crew
Center (2023) emphasizes the importance of maintaining sanity and a clear mindset when
working on cruise ships, regardless of the daily difficulties and high-stress levels. One of the
cheapest and easiest methods of stress management on board is exercise and meditation,
which is provided by cruise ships (Kamaxi Overseas Consultants, 2017). Therefore, it is crucial
to manage the human resources effectively to ensure the effective operation of cruise ships
(Research Explorer, n.d.). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7559441/
https://www.123helpme.com/essay/Cruise-Ship-Workers-Essay-728052
https://crew-center.com/adapting-stress-levels-cruise-ships
https://www.kamaxi.com/WP/how-to-beat-stress-while-working-cruise-ship/