Abstract Humanitarian and non-profit work places staff and volunteers in contexts of high moral responsibility and commitment to mission, which can simultaneously sustain and strain mental well-being. Drawing on literature from organizational psychology and studies of non-profit and voluntary organizations, this paper examines how workplace structure and dynamics shape psychological outcomes among humanitarian workers. It argues that distress is not solely a consequence of exposure to traumatic events but is significantly influenced by organizational factors, including hierarchical constraints, inequitable working conditions and limited autonomy in ethically complex environments. These conditions create a dual-edged experience: workers derive purpose and identity from their altruistic engagement, yet face structural and relational stressors that contribute to burn-out, moral distress and reduced well-being. By foregrounding organizational responsibility, this paper identifies key determinants of mental well-being and highlights the need for systemic approaches that move beyond individual resilience-focused interventions.
Sarah T.D. Ellingham (Fri,) studied this question.