Human Energy Management in Industry: A Systematic Review of Organizational Strategies to Reinforce Workforce Energy

Abstract

Recent global events, including the pandemic, social unrest, geopolitical instabilities, automation risk, and socio-economic upheavals, have amplified challenges and stressors that deplete human energy. Coupled with work-related stress, these factors substantially strain the invaluable human capital that fuels organizational productivity. Many scholars acknowledge the existence of a global human energy crisis. While industry may not be in a position to control these stressors, leaders and managers can positively influence employee experience by optimizing workforce energy. Via a systematic literature review adhering to PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) 2020 guidelines, this study aims to explore (1) the concept of human energy and its importance in a human-centered industry, (2) promoting a culture of human energy management within an organizational context, and (3) the existing approaches and strategies that manage human energy. The search in two databases, Scopus and Web of Science, found 1084 papers. After identification and screening, 86 documents remained, and 32 papers was retained after title, keyword, and abstract assessment. Subsequently, a full-text analysis yielded 18 papers included in the review. This study emphasizes industry’s potential to address a societal challenge, “the human energy crisis”, aligning with the European Union’s vision of a sustainable and resilient society.

1. Introduction

In the age of globalization, the words “sustainability” and “thriving” are crucial concepts that determine how energy sources like sun, wind, water, and geothermal produce viability. The same is true of human energy, especially in today’s rapidly changing world of work [1]. The human dimension of sustainability has received less research attention compared to the environmental and economic dimensions. Notably, Fritz et al. [2] highlighted this disparity and emphasized the significance of human energy as a crucial aspect of human sustainability [3].

In a work environment permeated with high levels of human energy, tasks and processes naturally progress with greater fluidity and efficiency [4]. Employees high in subjective vitality feel mutually inspired and motivate each other by consistently exerting additional effort, which inevitably yields positive outcomes for the organization as a whole [5]. However, when human energy levels wane, individuals commonly report concerns such as fatigue, tiredness, and diminished focus. Left unaddressed, these issues have the potential to escalate into conditions such as anxiety, depression, heightened vulnerability to illnesses, cardiac problems, and other mental-health-related challenges [3].

There has been a growing focus on the concept of human energy in the workplace in recent times, as studies consistently affirm that an energetic workforce is crucial for achieving corporate success [1]. The rationale behind the recent spotlight on this subject area is amplified by the reality that, apart from work-related stress, the confluence of various factors like increasing social unrest, the pandemic, geopolitical instabilities, and economic uncertainties is placing substantial strain on the invaluable human resources that power organizational productivity [6].

Several studies indicate that only approximately 35% of employees are ultimately responsible for driving a company’s performance [4]. The issue is so pervasive that 7 out of every 10 individuals in the global workforce, according to Gallup are struggling or suffering, and a majority of them do not feel optimistic about their future [7]. When human energy levels are depleted, it can result in organizational challenges such as presenteeism, absenteeism, active disengagement, and spiking health costs which have a significant impact on organizational success [4].

Hogan [6] defines “a thriving employee” as one that is inspired, energized, and empowered to do fulfilling and significant work. By human energy in this discourse, we refer more to a sense of mental tiredness, languish, depersonalization, depleted surge capacity, a lack of accomplishment, and anxiety rather than to the role physical energy plays in human behavior with the manipulations of food intake or blood sugar levels [8]. Human energy management entails the idea of industries working to strengthen the well-being of individuals, addressing emotional, mental, and physical exhaustion induced by stressors both within and far beyond the industrial domain. This goes beyond benefiting the industry worker as it actively contributes to the enhancement of society at large [6]. Employers and employees are becoming progressively attuned to the escalating significance of diminished mental energy, characterized as a state of suboptimal functional performance [9].

The strategic management of human energy stands as a potent resource for advancing Industry 5.0’s objectives in alignment with the European Union’s vision for the industry’s societal obligations. According to the latest policy document titled, “Industry 5.0, a transformative vision for Europe—Governing systemic transformations towards a sustainable industry”, the European Commission provides a vision of industry that aims to reinforce the role and the contribution of industry to society [10]. The European Union (EU) faces a significant research and innovation challenge to enhance the well-being and sustainability of human lives in the context of industry [11]. Incorporating the ethos of Industry 5.0, centered around human centricity, resilience, and sustainability, stands as a pivotal strategy through which the EU can address this challenge [11]. Via human energy management, Industry 5.0 can achieve its human-centric vision of placing the workforce at the forefront of the industry’s priorities, beyond mere productivity and efficiency, by prioritizing the survival, happiness, and human energy of its workforce.

The humancentric industry has been rapidly evolving, and so has the focus on worker well-being and resilience. A core motive for the aspiration of human centricity in Industry 5.0 emanated from a yearning to bring employees back to the factory floor. This was mainly to quell the risk of automation [12]. Nonetheless, in recent times, there has been a significant redirection of focus toward reviving the human energy within the workforce. This transition holds significant importance, particularly in view of the escalating global concerns regarding the depletion of human energy resources, causing a variety of health and work challenges.

The speed at which changes unfold in our surroundings, such as the rapid advancements in technology and economic fluctuations, has surged exponentially. The volatility, uncertainty, complexity, and ambiguity that define this situation collectively contribute to a significant depletion of human energy [13]. Just as inflexible programs would quickly lose their functionality in rapidly changing times, discovering a solution to enhance human energy that remains effective amidst the ongoing fluctuations in stressor impacts and sources becomes imperative. Flexibility and adaptability become pivotal factors in ensuring the continued effectiveness of such a solution within the dynamic and evolving context of stressors. This is where organizational plasticity comes into play.

Organizational plasticity, a concept characterized by the seamless integration of flexibility and adaptability into an organization’s internal processes and networks, presents a promising avenue for effectively implementing human energy strategies within the fabric of an organization’s culture [14]. By cultivating an environment that readily accommodates change and molds itself to evolving needs, this approach offers a robust framework for integrating progressive and sustainable human energy initiatives harmoniously into the organizational ethos.

We envision a world where individuals flourish regardless of workplace stress and personal and societal challenges. The human energy crisis is a prevalent threat that plagues individuals across the globe. Its impact can be lessened if industry leaders can pay more attention to human energy management, not just tackling workplace-generated stressors (internal stressors) but also cultivating a wellness culture that sees their employees as affected by stressors from both internal and external origins. With a vast majority of adults spending a significant portion of their waking hours at work, the industrial sector holds a unique opportunity to make a substantial impact in addressing this challenge.

This review, using a systematic approach, seeks to provide insights into how the organizational/industry setup handles and manages human energy.

This study intends to do the following:

• Explore the concept of human energy and its importance in a human-centered industry.
• Answer the question of how organizations can promote a culture of human energy management among their employees.
• Identify the existing approaches and strategies employed by organizations/industries to address and manage human energy among employees.

In this paper, we will first conduct a bibliographic analysis that provides a comprehensive overview of the existing literature, helping to identify key themes, trends, and gaps in the study area. Following the bibliographic analysis, we will proceed with defining human energy and exploring its significance to organizational productivity. We further examine strategies for optimizing human energy within diverse organizational cultures. We aim to initiate an insightful revolution in the industry’s cultural perspective and mindset toward effectively managing employees who suffer from depleted energy and diminished surge capacity.

2. Materials and Methods

To ensure scientific rigor and minimize bias in the findings, this study adopts a systematic approach, conducting a systematic literature review (SLR) in accordance with the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines. To facilitate the identification, screening, visualization, and bibliographic analysis of study, the Zotero program (version 6.0.26), “StArt software” (version 3.3 Beta 03), Excel program, PRISMA flow diagram, and Vosviewer bibliographic software (version 1.6.19.0) were utilized. The Zotero software was used for reference organization, the StArt software for eligibility criteria application, the Excel program for data manipulation, the PRISMA flow diagram for study flow display, and the Vosviewer software for the analysis of bibliographic patterns.

2.1. Literature Search

Following multiple scoping searches, two primary bibliographic databases, namely Scopus (Elsevier’s database) and Web of Science, were thoroughly examined to identify pertinent published literature. The chosen search terms encompassed a combination of terms such as “thriving”, “vigor”, “emotional exhaustion”, “mental energy”, “flourish”, and “vitality”, which represent closely related constructs that many researchers have used to explore the context of human energy. This comprehensive approach was designed to encompass a broad spectrum of literature on the subject matter, given the limited extent of scholarly work conducted on the term “human energy”.

2.2. Eligibility Criteria

The study followed the predetermined criteria for inclusion and exclusion by the researchers, which were formulated based on established research questions. The selected articles for evaluation were peer-reviewed publications published in English. Additionally, to ensure accessibility, only open-access articles were considered for review.

2.3. Selection Strategy/Process

By meticulously deliberating upon our research objectives and formulated questions, we derived pertinent keywords. Through a process of multiple iterations and incorporations of various suggestions, we refined and developed search strings.

A finalized search string included the following: (TITLE-ABS-KEY(thriv*) OR TI-TLE-ABS-KEY(vigor) OR TITLE(‘emotional AND exhaustion’) OR TITLE(‘mental AND energy’) OR TITLE(‘human AND energy’) AND TITLE-ABS-KEY(‘workforce’) OR TI-TLE-ABS-KEY(‘employee’)) AND (LIMIT-TO (SUBJAREA”,BUSI”)) AND (LIMIT-TO( OA”,all”)). The aim is to encompass literature that encapsulates the fundamentals of human energy, as well as organizational strategies for rejuvenating and replenishing energy.

Considering the novelty of the term “human energy” in the context of studying human energy management within an organization, a comprehensive search was conducted. This encompassed a thorough examination of studies that utilized correlated constructs like “thriving”, “emotional exhaustion”, and “vigor”, ensuring a well-rounded approach to the research. This broader approach allowed for a comprehensive exploration of the topic, capturing work conducted in the study area under associated concepts over the years. Keywords such as “Industry 5.0” and human centricity, which emerged relatively recently, were excluded from consideration, to avoid limiting the search.

To maintain scientific rigor and inclusivity, given the newness of the term “human energy”, our primary sources of information were Scopus and Web of Science. Due to the lack of research in the study area, the search was widened to include a total of 1084 records from both Scopus and Web of Science databases for screening. The automation filters in the databases were further utilized to make the search more representative of the study area.

2.4. Data Collection/Extraction

The articles gathered through the database searches were downloaded and imported into the StArt software (version 3.3 Beta 03). Following that, the studies underwent assessment for potential inclusion or exclusion during the selection stage, where the evaluation encompassed an analysis of their title, keywords, and abstract. Later on, for the purpose of final extraction, the papers were downloaded and subjected to a thorough examination to determine their relevance for potential inclusion in the current review, with a specific focus on addressing the research questions.

3. Result

3.1. Study Selection

The database search performed on 25 May 2023 yielded 676 documents in Scopus and 408 documents in Web of Science. A total of 912 documents were screened out via database filtering. After a careful review of the titles, 78 studies that were found to be completely unrelated were also excluded. The remaining selection of 94 documents was exported into the StArt review software for further analysis. In the software, 8 duplicated entries were identified and eliminated, and a total of 86 papers were left for the evaluation of their eligibility based on the inclusion and exclusion criteria.

We employed Keshav’s “first-pass” from the “three-pass” methodology, encompassing a comprehensive assessment of each paper’s title, abstract, introduction, sectional headings, and conclusion [15,16]. This assessment was conducted against specific inclusion and exclusion criteria, pre-established for this study, as outlined in Section 2.2. As a result, 54 records were subsequently excluded, narrowing down the selection to 32 records. We proceeded to download the complete texts of the 32 papers, conducting a comprehensive review and reapplication of the eligibility criteria. Articles with no primary focus on understanding human energy or containing strategies to rejuvenate human energy in an organizational setting were excluded. This led to the exclusion of 14 more papers leaving a final selection of 18 papers for the review. Following the PRISMA 2020 flow diagam guide [17], we created a Study selection PRISMA flow diagram illustrating the information within this section. Refer to Figure S1 for visualization.

3.2. PRISMA Diagram

The PRISMA flow chart in Figure 1 illustrates the journey followed during the search process from paper identification to screening, assessing eligibility, and eventual inclusion. The PRISMA flow diagram created in accordance to [17] visually represents the movement of information through different stages of a systematic review, presenting the number of records identified, included, and excluded, along with the reasons for exclusions [18].

Within the study characteristics table (

Table A1. Studies’ characteristics table.

Author Year and Reference	Study Design	Contribution to Research	Source Title	Cited by
(Kleine et al., 2019) [19]	Meta-analysis	Definition/strategy	Journal of Organizational Behaviour	225
(Fellman et al., 2020) [50]	Qualitative	Strategy	Springer International Publishing	3
(Niessen et al., 2017) [20]	Qualitative	Strategy	Journal of Vocational Behavior	67
(Weigelt et al., 2022) [21]	Qualitative	Definition	European Journal of Work and Organizational Psychology	4
(Kipfelsberger., 2018) [22]	Qualitative	Strategy	Group & Organization Management	5
(Kim & Beehr, 2020) [23]	Qualitative	Definition/strategy	International Journal of Stress Management	35
(Abid et al., 2018) [35]	Qualitative	Strategy	Cogent Business & Management	8
(Steidle et al., 2017) [31]	Mixed method	Strategy	European Journal of Work and Organizational Psychology	34
(Kilroy., 2017) [26]	Qualitative	Definition/strategy	HUMAN RESOURCE MANAGEMENT	51
(Ferreira et al., 2022) [62]	Qualitative	Organizational strategy	ADMINISTRATIVE SCIENCES	54
(Kosenkranius., 2023) [59]	Empirical research paper	Strategy	Journal of Occupational Health Psychology	0
(Tang et al., 2020) [33]	Qualitative	Strategy	Journal of Vocational Behavior	15
(Horvathova., 2020) [39]	Qualitative	Strategy	POLISH JOURNAL OF MANAGEMENT STUDIES
(Marchand et al., 2016) [46]	Qualitative	Strategy	International Journal of Stress Management	33
(Fan et al., 2023) [32]	Qualitative	Strategy	Journal of Organizational and End User Computing	0
(Huo et al., 2022) [27]	Qualitative	Strategy	Economic and Industrial Democracy	18
(Chen et al., 2021) [56]	Qualitative	Strategy	International Journal of Hospitality Management	150
(Welbourn et al., 2005) [48]	Qualitative	Strategy	Human Resource Management	20
(Turek., 2020) [29]	Qualitative	Strategy	Journal of Organizational Effectiveness: People and Performance	8

), you can find details about the authors, the employed research study design, and the contributions made to the study.

We made the decision to include papers from publications with varying impact factors, ranging from low to moderate. Figure 2 illustrates document types in the included study, comprising 94% articles, with a limited number of conference papers.

Furthermore, considering the emerging nature of the study of the subject of human energy, we opted to incorporate conference papers and book chapters into our selection criteria. Figure 3 shows a representation based on the subject area.

It showcases research activity across diverse disciplines, with the field of business management emerging as the frontrunner.

Table 1. Research product distribution by citation.

Authors	Title	Year	Source Title	Cited by
(Kleine et al., 2019) [19]	Thriving at work: A meta-analysis	2019	Journal of Organizational Behavior	172
(Niessen et al., 2017) [20]	Thriving when exhausted: The role of perceived transformational leadership	2017	Journal of Vocational Behavior	67
(Weigelt et al., 2022) [21]	Time to recharge batteries–development and validation of a pictorial scale of human energy	2022	European Journal of Work and Organizational Psychology	4
(Kipfelsberger., 2019) [22]	The Impact of Customer Contact on Collective Human Energy in Firms	2019	Group & Organization Management	5
(Kim & Beehr, 2020) [23]	Thriving on demand: Challenging work results in employee flourishing through appraisals and resources.	2020	International Journal of Stress Management	35

below lists influential papers and their sources, authors, and year based on their total citation counts.

3.3. Bibliographic Analysis

Bibliometric Mapping/Visualization

We utilized the Vosviewer bibliographic software to extract and analyze 220 keywords from the 18 selected papers. These keywords were used for a keyword overlay analysis, allowing us to identify relevant publications from 2019 onward and capture the primary terms associated with our subject area, “human energy”.

Figure 4 illustrates the visual representation of keyword overlays from the authors involved in the study.

The analysis findings distinctly portray the interconnections among terms. When examining the color codes displayed in Figure 4, it becomes clear that the term “human energy” has gained considerable prominence in recent years. The analysis further highlights the interrelatedness of terms like vitality, human energy management, emotional exhaustion, vigor, and fatigue, which scholars have employed over time to explore the sphere of human energy. Particularly noteworthy is the emphasis on the significance of transformational leadership and change-oriented organizational leadership in this endeavor. Figure 5 below shows a zoomed-in view, to highlight the terms with direct links to human energy.

Density visualization as depicted in Figure 6 below utilizes a color-coded system to graphically represent data, with the intensity of colors indicating the volume or importance of locations/events within a dataset.

Figure 7 shows authors in a word cloud format.

The purpose of density visualization maps is to provide a visual aid that highlights areas of interest or significance in data visualizations, enabling viewers to easily identify and focus on the most relevant information.

Figure 7 below presents a word cloud displaying the names of authors. The word cloud visualizes each author’s name, with larger sizes indicating greater prominence or frequency within the dataset.

This visualization provides a concise and intuitive overview of the authorship landscape, facilitating the quick identification of key contributors.

Figure 8 below showcases the frequency of documentation per year in the study area.

Based on Figure 8 above, it is evident that the urgency surrounding the human energy crisis has contributed to a notable increase in research activity within the study area in recent years. Figure 9 below presents a visual representation of the top ten countries actively conducting research in this field.

From the figure, we identify the United Kingdom as the leading country in tackling the human energy issue, followed by the United States. These nations are at the forefront of the efforts to address and find solutions for this pressing challenge on human energy.

4. Discussions

In today’s society, the demands on our time, whether from internal factors (workplace) or external responsibilities, have significantly increased, surpassing the time requirements of previous generations [3]. The rising time demands frequently lead to overwhelming feelings due to the extensive tasks to be completed within limited time frames. Loehr and Schwartz [24] emphasized the existence of a “human energy crisis”, asserting that numerous factors encountered by organizations contribute to the depletion of human energy among individuals in the workplace. With inclining factors like the risk of automation, economic instabilities, post-pandemic trauma, and so many more personal issues individual workers go through, the human energy depletion crisis has worsened over time.

In a survey conducted by Hogg et al. [25], a substantial 81.5% of respondents indicated a noteworthy requirement for specialized support, either in a significant or moderate capacity. These are employees whose energy depletion has escalated to mental, heart, and other health issues. Depletion of human energy mostly occurs due to exposure to stressors for a prolonged period of time [25]; like a battery, it can gradually deplete with time [5].

The focus on employee well-being has gained significant attention among researchers, particularly with the emergence of Industry 5.0 and its emphasis on human centricity. Agreeing with Kilroy et al. [26], Owolabi [4] believes it is the basis for fostering and preserving relationships, navigating career routes, controlling emotions, fulfilling goals, and attaining all-around success in life. An organization’s human energy is equivalent to the collection of individual energy levels in the workplace [22].

4.1. Definition of Human Energy

When individuals are unable to complete their daily tasks or experience a sense of being overwhelmed, they frequently attribute it to a lack of energy, often referred to as mental or physical fatigue/tiredness [3].

The term “energy” finds its origin in the Greek words “energia”, signifying “activity, operation”, and “energos”, connoting “active and working”. The Chamber English dictionary defines energy as the “ability for vigorous activity, liveliness, or vitality”, “strength or forcefulness”, and the “capacity to do work”. This definition primarily emphasizes physical energy; nevertheless, human energy fundamentally signifies the capability to execute tasks, encompassing physical, mental, and emotional undertakings. This essential quality empowers us to engage in various activities, each consuming a portion of our human energy [8,24].

In a comprehensive review of energy-related constructs, Quinn et al. [27] introduced the notion of human energy as a unifying perspective that spans various domains and disciplines. An examination of research indicated instances where definitions of human energy lacked clarity, with limited cross-referencing among various literature sources. Consequently, scholars frequently employ distinct terminology to convey comparable concepts and may assign different meanings to identical terms. For instance, “thriving” encompasses the collective encounter of being energized and continuously acquiring knowledge [23]. Fritz et al. [2] used the term affective arousal to refer to human energy, defining it as an urge to act with enthusiasm and having the capacity to perform. In that vein, the concept of “human energy” is often associated with various constructs such as “thriving”, “vigor”, “emotional exhaustion”, “mental energy”, “emotional energy”, “subjective energy”, “flourish”, and “vitality” in human experience [28]. Conversely, fatigue signals depleted human energy and manifests as a sense of tiredness. Therefore, within the context of work, human energy acts as a crucial “fuel” essential for the successful operation of organizations [2,8].

Surveying interdisciplinary literature on human energy by Quinn et al. [27] established two core meanings: physical energy and energetic activation. In a broad interpretation of human energy, a clear distinction was drawn between the two concepts. Physical energy, rooted in physiological elements (like blood glucose or ATP availability within body cells), was characterized as the capacity to do work, while energetic activation, focusing on the subjective experience of human energy, encompasses feelings of vitality and liveliness. Human energy depletion due to stressors from work leads to job burnout. Burnout is primarily understood as a state of physical, emotional, and mental fatigue brought on by protracted involvement in emotionally draining work circumstances [29].

Scholars sometimes use adjectives to suggest diverse energy types linked to the specific activities people undertake, such as mental, spiritual, and social energy. For instance, according to Schippers et al. [5], human energy has three main forms: emotional energy, referring to being in touch with one’s emotions and fundamental values; mental energy, relating to the capacity for deep concentration; and physical energy, which includes strength, endurance, and flexibility [30]. While this approach might be suitable for casual communication, it lacks precision and poses challenges for seamless integration within scholarly contexts. Apparently, energy itself is not directly categorized as “mental”, “social”, or “spiritual”. Instead, individuals allocate their physical energy to or experience energetic activation in relation to mental, social, or spiritual activities [27].

Many scholars agree with Quinn et al. [27], who utilize the term “energetic activation”, also referred to as “affective arousal”, to represent the subjective component of a “biobehavioral system of activation”. This encompasses the experience of liveliness, vitality, vigor, enthusiasm, and zest [18,23]. The concept of energetic activation pertains to the degree to which a person feels energized rather than being exclusively dictated by objective assessments of physical energy [27,31].

Emotional exhaustion (one of the terms that pertain to human energy) is closely intertwined with both physical and emotional depletion. It is frequently articulated through phrases such as “feeling emotionally drained”, “feeling used up or spent”, and a “sensation of reaching the limit of one’s endurance” [28]. It is a state of extreme fatigue and human energy depletion brought on by accumulated stress in an individual’s personal and professional life [32,33]. The state of emotional drain among employees frequently gives rise to unfavorable work-related attitudes, a compromised immune system, and a gradual decline in overall health [26]. This can be exacerbated by a prolonged threat of resource loss, such as the specter of unemployment [22]. Research has consistently shown that emotional exhaustion frequently takes root amidst the challenges of a deteriorating labor market [33]. As an illustration, many customer-contact employees in the United States who often encounter frequent incidents of verbal abuse daily endure them to avoid job loss. This consistent drain on human energy contributes significantly to emotional exhaustion and employee burnout [2].

4.2. Human Energy Reinforcement Benefits to Organization

This section answers the question, “what does an organization stand to gain by investing in human energy management?”. The answer is sustained high performance (SHP). Human energy is a rare and valuable resource, and the awareness of the importance of its sustainability in organizations is evolving [34]. Employee energy levels act as catalysts for optimal psychological functioning, which significantly impacts overall well-being and success [35]. Every business executive aims for sustained high performance (SHP) for both them and their employees [4]. To achieve this, it becomes crucial to effectively harness and align human capital energies for mutual gain. Human energy is a vital yet finite resource that can be replenished to fuel high performance in both individuals and organizations [2,36]. Green et al. [37], by developing a theoretical framework based on a comprehensive review of work engagement literature, identify three fundamental attributes of work engagement: a state of positive emotions, a feeling of boosted human energy, and favorable work-related behaviors. This shows that the attributes of work engagement are all related to high human energy levels. Engaged employees are often more motivated, productive, and focused on their tasks. They demonstrate a higher level of discretionary effort, going beyond their basic job responsibilities to achieve better results. They are reported to exert 57% more effort in their jobs compared to their disengaged counterparts and 147% higher earnings per share compared to their industry peers [4,7]. In the context of work, human energy serves as a vital “fuel” in the successful operation of organizations [2,8].

As such, it is a crucial yet finite asset that can be restored and promotes exceptional performance among both employees and organizations [2]. Vitality is recognized as the primary driver of performance. Moreover, individuals who possess high levels of energy are believed to exhibit exceptional job performance and demonstrate enhanced physical and mental resilience [38]. Strategic management of human energy holds the potential to alleviate organizational challenges, including presenteeism, absenteeism, active disengagement, and rising health costs. These challenges significantly influence organizational success [4].

Figure 10 provides an overview of the estimated direct and indirect annual costs from 2010 to 2030.

This highlights the potential financial implications that organizations may encounter in the near future if they fail to prioritize and enhance the energy levels of their human capital. Against this backdrop, employers around the world are increasingly recognizing the profound influence of “wellness in the workplace” on not only return on investment (ROI) but also return on time (ROT) and return on value (ROV) [4].

Figure 11 below provides a concise overview of the steps organizations and leaders can take to establish an organizational structure that incorporates human-energy-reinforcing strategies.

Table 2. Factors that protect and deplete work-related human energy. Data from [9].

Work-Related Energy-Protective Factors and Depletion Factors
Work Content	Energy-Protecting Factors	Depletion Factors
Work tasks/Job demands	Balanced workload	Workover load/high-pressure situations
Contribution	Encouraged to participate in decision making	Denied participation in decision making or ignored contributions
Work autonomy	Flexible working. Given the freedom to decide the methods of accomplishing job tasks [9]	Denied freedom to choose task-accomplishing methods.
The nature of the job tasks and responsibilities	Diversified and hazard-free tasks	Monotonous tasks/Dangerous tasks
Work context
Recognition and rewards	Recognizing and acknowledging the contributions of employees. Merit-based rewards and recognition [8]	Ignoring employee accomplishments
Organizational responsibilities	Explicitly defined role and responsibilities	Ambiguous and unclear roles
Work culture	Leadership support [8] Rapport with co-workers An environment that fosters camaraderie and social connectivity	Leadership relations that diffuse office camaraderie, a toxic environment, disagreement with co-workers
Work atmosphere and circumstances	Secure, comfortable, and conducive physical workplace	Tense environment, negligent leaders
Work–life balance	Flexible work arrangements, initiatives, and time-off policies	Rigid schedules
Organizational culture	Supportive leadership Positive leadership conduct Clear and effective communication Clear workplace goals and organizational structure	Unsupportive leadership, Unclear communication, workplace goals, and structure
Equity	Strong perception of equity or fairness due to Consistent and transparent policies Equal opportunities [8] Transparent communication Effective conflict resolution	Bias and discrimination Favoritism and nepotism: Lack of inclusion Lack of transparency and communication

depicted below, highlights both the factors that contribute to human energy depletion and the protective factors that enable organizations to foster a thriving environment.

The above figure illustrates factors affecting human energy in terms of work content and context for employees in an organization.

Figure 12 below illustrates progression and diverse prevention approaches for employers to enhance and manage human energy within a comprehensive workplace strategy.

The human energy maintenance pyramid in Figure 12 above shows levels of prevention:

• Fundamental prevention—This is when an organization implements measures to establish an organizational culture that incorporates solutions for reinforcing human energy and other well-being initiatives. Here, the organization ensures the employee’s basic needs are taken care of (socio-economic factors) [9,39].
• Supplementary prevention—Continuous feedback from workforce energy levels in measurements, surveys, and deliberate observation of current processes can pre-empt a re-evaluation of human energy reinforcement initiatives within the organizational setup over time, especially in a rapidly changing world.
• Secondary prevention—Early detection and support of workers exhibiting symptoms of chronic energy depletion.
• Tertiary stage—Attempts by management to support energy-drained workers prove ineffective. Employees are overwhelmed by stressors which subsequently results in more severe health challenges. Treatment and rehabilitation are required, associated with medical costs.

4.3. Strategies

Within the literature on occupational strain and recovery, a commonly recurring theme is the metaphorical concept of individuals requiring to “recharge their batteries” [2,21], following the depletion of energy during work or when confronted with stressful circumstances [23]. Klijn et al. [30] concluded that contextual and personal factors, including supervisors, the work environment, competence, behavior, psychological state, and personality influence employees’ energized experiences. Strain processes also contribute to shaping these experiences and recovery [30].

Many organizations have come to understand the strong correlation between employee well-being and productivity, prompting them to adopt global best practices in fostering a healthy work environment [4]. The investigation conducted by Fritz et al. [2] on how human energy recovery can be performed at work revealed that commonly employed tactics like task switching and creating to-do lists do not correlate with high human energy levels at work. Instead, strategies related to learning, finding meaning in one’s work, and fostering positive work relationships were found to be significant factors. Also, rest breaks and physical activities were considered more beneficial micro-breaks than smoking and coffee breaks.

Thankfully, there are several measures that organizations and managers can adopt to address this issue of depleted human energy. This can be implemented across three levels: individual employees, team/department, and the organization as a whole. However, our primary focus for the purpose of this report will be on organizational strategies.

4.3.1. Strategies on the organizational level

A business environment’s ambiance speaks volumes about its human energy. Subtle cues from employees can tell whether it is a thriving atmosphere or a place where staff feels disconnected and disengaged, barely getting through each day [4]. Every organization aspires to cultivate a productive ambiance of organizational human energy. Positive work relationships or a family-like environment foster stronger employee commitment [8].

Productive organizational human energy refers to the collaborative experience and expression of positive emotions, heightened cognitive engagement, and proactive behavior exhibited by employees as they work together toward significant organizational goals [22]. Employers have a responsibility to prevent long-term stress among workers as it can have detrimental effects on their health and overall job performance [40]. When employees experience a lack of psychological safety and feel undervalued or energy-drained, they tend to check out or walk out with their hands, voices, or hearts. At first, this may manifest silently, subconsciously, or subtly in reduced efforts at work, undermining of leadership, or behaviors that go against the organization’s objectives. Gradually, they transition into a state of active disengagement, with a heightened risk of complacency and corner-cutting instead of a conscientious approach, compliance, and a dedicated commitment to collective contribution.

This emphasizes the significance of creating a supportive and inclusive work environment where employees feel valued and connected. Such an environment is known to have a positive impact on human energy, enhancing engagement and overall well-being [38]. If the right resources are integrated into our experiences, humans have the capacity to overcome polluted encounters by revitalizing their talents, skills, abilities, hopes, and dreams [1].

Work or organizational culture pervades and leaves a lasting impact on various facets of our daily lives [41], making it a valuable resource for promoting a healthier lifestyle among employees [4]. Organizational culture can be defined as the collective behaviors, beliefs, and values that shape the way we work, encompassing the practices, methods, and procedures by which things get done within the work environment. As an umbrella term, it governs and shapes our overall behaviors [41]. Therefore, integrating values that rejuvenate human energy into the organizational culture can establish an atmosphere that reinforces and uplifts the human capital, enabling them to thrive even in the presence of external stressors beyond their control.

According to Forbes, a substantial workplace culture enables employees to learn and grow in an environment that supports their development [41]. According to Schulze et al. [42], elements of organizational culture in human energy management include education/training, motivation, and internal communications [43].

Promoting a healthy workplace culture offers various benefits, such as lower healthcare costs, reduced absenteeism, increased engagement, improved morale and human energy, enhanced camaraderie, and improved workplace safety and well-being [4]. Some human energy strategies include the following.

Effective Leadership Model

Leaders and managers may not have the capability to mitigate all causes of human energy depletion; however, they do possess a distinctive capacity to influence employee experience [6]. Supportive leadership within the organization plays a crucial role in employee energy levels, contributing to increased motivation and energy among employees [11]. According to Kipfelsberger et al. [22], deriving a positive ambiance in an organizational setting requires a medium- to high-transformational leadership climate [25]. In a survey conducted in the US involving 1041 adult employees, 76% had struggled with one mental health issue or the other, and 52% of those struggling did not feel comfortable informing their employers [9]. More can be done by the leadership to improve communication and workplace camaraderie, as information gathered can be utilized to make better decisions for the organization.

In Abdullah’s [44] research on leadership style and its effects on organizational human energy, it was found that transformational leadership has a significant influence on variables such as learning culture, openness, and the decision-making process. These factors, in turn, contribute to the development of organizational ambidexterity. Conversely, bureaucratic leadership hampers employee participation and fosters a sense of mistrust within the organization [44].

Leadership toxicity is an established cause of emotional exhaustion among employees, as it is a direct outcome of negative interpersonal treatment [45]. Toxic leadership encounters elicit emotions of helplessness, demoralization, stress, and anxiety among individuals. Research shows that toxic leadership has an adverse impact on employees’ perception of workplace justice, leading to harmful consequences that encompass mental, emotional, and physical distress [32]. It is of paramount importance that employees feel backed by their organization.

Perceived organizational support (POS) reflects how employees perceive their employer’s value and concern for their well-being [22,46]. A manager’s support refers to an employee’s perception of their manager’s support and appreciation of them. Managerial support is a valuable resource that helps alleviate the negative impacts of various human-energy-depleting factors, improving job satisfaction and health [27]. The organization’s ability to secure and maintain personal commitments and energetic contributions is vital for its survival and success [8].

Perceived organizational justice is another leadership factor that plays a pivotal role in shaping occupational attitudes and behaviors. It represents an individual’s subjective perception of fairness in decision making and resource distribution within the organization [47].

Effective Communication

A comprehensive communication plan is the cornerstone of any organizational cultural transformation strategy, such as one to sustain human energy. While having a human energy reinforcement plan is beneficial, the key lies in effectively raising awareness and disseminating the strategies to employees, leadership, and other stakeholders. Communication strategies should include fostering an atmosphere that promotes informal social interactions among employees via team-building activities, social events, or online platforms. This environment should also prioritize open and sincere communication across all organizational levels, fostering collaboration where employees feel at ease sharing ideas and collaborating. Effective leadership should ensure the use of positive language, offering consistent feedback for acknowledging achievements, swiftly addressing conflicts, and embracing diversity and inclusion in communication practices. The notion highlights that having the correct social networks, experiences, relationships, and skills can significantly contribute to fortifying an individual against the impact of various stressor sources.

The communication plan should communicate how the planned organizational strategies will foster systemic approaches that establish a secure and nurturing culture devoid of any form of stigma. The communication plan should outline the metrics to be measured, the methods of measurement, the resources available to staff, and the leadership’s commitment to being more accessible and supportive in providing assistance.

Assessing the Human Energy Levels

Regularly conducting a comprehensive assessment of the prevalent sources of human energy depletion, both from internal and external factors, and understanding their impact on human capital is essential for developing a robust plan to reinforce human energy. The measurement of employee energy provides a contextual understanding of how individuals perceive and relate to their work environment [48]. Leaders can maintain a strong awareness of team energy levels and detect potential issues that might be impacting it by creating an open feedback loop. This can be achieved by administering surveys to gain insights into the overall well-being of employees and identify key sources of work-related stress [49]. By asking the right questions, they can perform regular check-ins, conducted weekly or even daily, providing a straightforward method to assess the employee or team’s energy state and well-being. The level of effort exerted, the complexity of the tasks performed, and the effectiveness of work completion are all subjective and depend on an individual’s perception, capabilities, and abilities at a specific moment [48].

The Role of Technology in Human Energy Management

Fellmann’s study [50] demonstrates the value of IT-supported tracking as a beneficial tool for fostering and maintaining human energy within organizations. Emerging technologies, such as wearable sensors and cloud-connected activity trackers, are utilized to monitor individuals’ daily stress levels and measure heart rate variability (HRV) in the workplace. These technologies integrate wearable sensors with devices such as smartphones, smart garments (like gloves), wristbands, and smartwatches, utilizing the Internet of Things (IoT) to collect and analyze data on heart rate variability (HRV). This process offers insights into individuals’ stress levels over the course of the day [51,52], often requiring the use of big data techniques to manage and process the information effectively, as this approach deals with and analyzes a lot of data [52].

Welbourne et al. [48] suggested the use of the 0 to 10 scale to ask the right questions. Instead of writing generic questions like “How are you?”, the essence of a worker’s energy can be captured with more specific questions like “Do you feel empowered in your current role?” or “Do you perceive your work as meaningful?” Although stress is not a condition that can be diagnosed, Angeltun [9] believes stress levels can be measured using the Perceived Stress Scale (PSS). Even though the PSS-4 has been certified, the PSS-10 and PSS-14 are the most dependable choices. These scales reveal workers who experience high amounts of uncontrollable stress. Also, the General Self-Efficacy Scale (GSE) is a 10-item survey, using a four-point scale, designed to evaluate an individual’s monthly stress-coping capacity. Scores on the scale range from 0 to 40, with higher scores indicating greater self-efficacy in dealing with stress [51].

Annihilating Workplace Stigma

Most times unsupported energy-depleted workers end up with anxiety, depression, and other mental-health-related problems. More often than not, people with mental health cases do not get treated the same as people with physical health cases, as they often feel stigmatized. Stigmatization compounds the effects of human energy depletion, particularly in cases involving mental health conditions, caused by differential treatment and societal prejudices. Stigmatization of individuals with mental health disorders is often based on wrong and distorted information and negative attitudes like stereotypes, prejudice, and discrimination in the workplace [53]. This results in delays in help seeking, poor access to health services, fear, substandard treatment, exclusion, and a higher risk of human rights violations for individuals [54].

Organizations should strive to build a mentally healthy work environment, that is rid of stigmas, beyond the usual counseling benefits and other superficial initiatives. Creating an inclusive work environment is important so that workers can bring their whole/authentic selves to work, being able to talk about what they go through, without fear of judgment or any negative consequences. It is essential for managers and leaders to undergo training to identify and understand how to relate to employees struggling with human energy depletion. This equips them to provide appropriate responses and necessary support [55]. With the knowledge acquired, managers can ensure that employees struggling under one human-energy-depleting factor or another are not made light of, educating employees to respond rightly, encouraging open and honest conversations in the workplace.

In essence, companies can combat the stigma of all health challenges attributed to chronic energy depletion by increasing awareness, fostering a supportive culture, implementing supportive policies, training managers, and promoting work–life balance. These strategies create an inclusive environment that removes stigma and supports employee well-being [9].

Training

Companies can train supervisors toward early identification of energy-run-down employees to avoid escalation to mental, cardiac, and other health issues. Equipping a leader with the knowledge and skills to recognize signs of emotional distress and other signs of human energy depletion has become more important in recent times. The training commonly enables supervisors to make confidential referrals to employee energy assistance programs and access to energy resources [2,9].

Inclusive training programs should be periodically scheduled to equip the employees with the necessary skills to communicate respectfully and engage appropriately with individuals whose energy drain has led to mental and physical illnesses. This boosts the camaraderie in the environment enabling a human-energy-regenerative atmosphere.

Providing essential training and raising mental health awareness in the entire organization through webinars, posters, and other suitable awareness platforms can help employees know when to reach out for help in chronic human energy depletion cases [2]. Companies can ensure convenient access to counseling services for employees by implementing employee assistance programs (EAPs), enabling them to easily access professional support to address both work-related and personal difficulties they might encounter [49]. Managers and organizational leaders cascaded from the top to those who directly work with the employees (line managers) can receive some form of basic mental health education, such as mental health first aid skills [9].

A learning orientation promotes openness to new experiences, increasing vitality and vigor. It fosters personal growth and development and cultivates psychological resources [8]. This would enable organizational leaders to readily identify, actively listen to, and support employees showing signs of human energy depletion, creating a supportive and empathetic work environment [20]. They get to acquire the knowledge and skills to administer first aid assistance and other well-being interventions to energy-depleted employees, utilizing the available organizational resources. This enables them to effectively respond to on-site issues and make a meaningful impact on the professional and personal lives of the employees. Offering employees training courses on emotional management is a promising strategy to protect them from experiencing emotional exhaustion [56]. Providing a social structure within the work environment is also important, as being social is a fundamental part of human nature. Companies can train supervisors to identify mental health issues in employees and equip them with the knowledge and skills to recognize signs of emotional distress.

Organizational Policies and Environmental support

With the infusion of appropriate resources, individuals can overcome challenging experiences and revitalize their talents, skills, abilities, hopes, and dreams [1,57]. Policies favoring human energy reinforcement can be derived and integrated as part of organizational blueprints [9]. It becomes crucial to have a comprehensive worker-energy-reinforcement plan that ensures its complete implementation, understanding, and accessibility for all employees.

In today’s world, characterized by numerous uncertainties arising from factors such as automation risk and economic and geopolitical instabilities, rigid organizational structure design is not optimal. Flexible work arrangements have garnered considerable attention from organizations worldwide. According to the World at Work Report (2015), approximately 80% of organizations globally provide employees with various forms of flexible work arrangements. These arrangements provide employees with greater autonomy and work–life balance, leading to increased human energy and job satisfaction [19,58]. Flexible work arrangements are implemented by organizations to promote a healthy work–life balance, reduce human energy depletion, and enhance overall well-being.

Implementing flexible work arrangements is a common practice among organizations, driven by the objective of helping employees achieve a healthier work–life balance. By allowing employees to adjust their work schedules to accommodate personal commitments, organizations aim to reduce human energy depletion and promote overall well-being [58].

Needs-based crafting is a process whereby individuals intentionally and proactively align their work and personal activities with their psychological needs. A study conducted by Kosenkranius [59] employed the integrative needs model of crafting, to explore how employees’ daily crafting activities encompassing both work-related and personal endeavors influence their human energy management throughout the day [59].

Engagement

Establishing personal meaning in one’s activities and forging a connection between human energy efficiency and organizational goals are essential for mobilizing passion and commitment [60]. Engagement refers to the active participation and genuine interest that employees have in the core principles and values of an organization [61]. A lack of perceived contribution to the organization leads to decreased work interest among employees [45]. Extensive research has demonstrated that employee engagement plays a vital role in enhancing human energy in the workplace. Ferreira’s [62] study examining the impact of emotional exhaustion on productivity found that work engagement acts as a mediator that mitigates the effects of emotional exhaustion and negative affect on productivity loss resulting from presenteeism [62]. In other words, engagement at work offsets the negative impact of emotional exhaustion and other distress, thereby reducing the extent of productivity loss due to presenteeism.

Strategies to enhance work engagement include setting clear expectations, providing necessary resources and equipment, encouraging anonymous suggestions and involvement in decision-making processes, incorporating employee feedback into programs and policies, fostering a sense of belonging, and offering opportunities for career progression [7,9,61]. Lastly, an engagement strategy is needed that outlines the methods and practices that will be employed to maintain engagement efforts consistently over an extended period, so that employees can be energized by them. Employers should commit long-term, with sustained effort and time in the deployment of the engagement strategies. Measurements and monitoring can be utilized to assess the impact of strategies on individual and collective human energy in the workplace. The feedback mechanisms offer valuable insights that can be utilized to improve and fine-tune human energy management strategies.

5. Conclusions

In today’s fast-paced world, characterized by rapidly evolving technological advancements and an incline in significant global events such as the pandemic, climate change, and socio-economic disruptions, our perception of life and our capacity to thrive have been profoundly influenced. These factors contribute to stressors that influence individuals within society, with a substantial majority of these individuals being part of the industrial workforce. The increase in the depletion of human energy resulting from these factors, combined with the burden of work-related stress, has contributed globally to a rise in significant health concerns, including mental health issues, heart conditions, and even suicides. The industry too is badly hit as these factors affecting the human capital significantly affect productivity. Many scholars agree we are facing a human energy crisis. Given that a significant majority of adults dedicate a substantial portion of their active hours to work-related commitments, the industrial sector holds a unique and powerful chance to significantly address this pressing challenge.

This study conducts a systematic literature review following the PRISMA guidelines to explore the significance of human energy management in a human-centered industry setting. It promotes the culture of human energy management within organizations, urging its seamless integration into the organizational cultural blueprints. Within the review of the literature is also a compilation of human energy strategies that can function as valuable tools for organizations seeking to cultivate a culture centered around human energy management.

With the Fifth Industrial Revolution’s emphasis on human centricity in industry, reinforcing the energy of its human capital represents a meaningful undertaking in alignment with its overarching vision. This also harmonizes with the European Union’s vision for industry to make a positive impact on society.

We hold a vision of a future where individuals thrive unimpeded by workplace stress or the complexities of personal and societal adversities. The potential to alleviate the impact of these challenges is magnified if industry leaders pay heightened attention to the management of human energy. This involves not only addressing the effects of stressors originating within the workplace (internal stressors) but also fostering a wellness culture that perceives employees as individuals affected by stressors stemming from both internal and external origins.

The unexplored areas within the existing body of literature revolve around the effective execution of strategies pertaining to human energy management. Most organizations deploy stand-alone wellness programs while others successfully have them merged in their organizational blueprints. However, considering the fast-paced nature with which our world evolves, a novel solution that possesses flexibility and adaptability is required to ensure its enduring effectiveness.

In terms of future research, a research suggestion would be to investigate organizational plasticity in the deployment of human energy strategies. This involves infusing a combination of adaptability and flexibility into an organization’s internal processes and networks, offering a compelling avenue to seamlessly embed human energy strategies resilient and responsive to tackling both predictable and unpredictable human energy rejuvenation events.