Revisiting the role of mindfulness practices for stress reduction: an empirical study

Shahbaz, W. ORCID: https://orcid.org/0000-0002-9750-6838 and Sajjad, A. ORCID: https://orcid.org/0000-0002-2768-8277 (2026) Revisiting the role of mindfulness practices for stress reduction: an empirical study. FIIB Business Review. ISSN 2455-2658 doi: 10.1177/23197145261425108

Abstract/Summary

The emerging literature highlights the potential of mindfulness practices to reduce stress among workers. However, research on the practical application of mindfulness in real-world settings remains limited, particularly in academia, where escalating workloads compound stress levels. To address this gap, we explore how university staff engage in mindfulness practices and examine the factors that influence these practices in managing work-related stress. Our study involved semi-structured interviews with 28 university staff members in New Zealand who have integrated mindfulness into their routines. The findings reveal that university staff adopt mindfulness practices during four distinct periods: morning, midday, on the spot and after work. The findings offer insights into how mindfulness practices can be differentiated based on various times and contexts and how these differences can be linked to specific workplace outcomes. Based on the job demands–resources theory, our findings highlight the importance of a supportive organizational environment for sustaining mindfulness practices for stress reduction in university settings. Such an environment may encompass discrete spaces (e.g., prayer rooms or private offices), natural elements (e.g., trees, avian presence, greenery), communal support and the use of mobile applications. We discuss the theoretical and practical implications of mindfulness practices in specific times and contexts for workplace benefits and a supportive organizational environment, thereby sustaining mindfulness practices at work to enhance stress reduction and productivity among university staff.

Item Type	Article
URI	https://centaur.reading.ac.uk/id/eprint/129023
Identification Number/DOI	10.1177/23197145261425108
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	SAGE Publications
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