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Why Do Emergency Medical Service Employees (Not) Seek Organizational Help for Mental Health Support?: A Systematic Review

Author

Listed:
  • Sasha Johnston

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK
    South Western Ambulance Service NHS Foundation Trust, Bristol BS16 IDE, UK)

  • Polly Waite

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Jasmine Laing

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Layla Rashid

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Abbie Wilkins

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Chloe Hooper

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Elizabeth Hindhaugh

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK)

  • Jennifer Wild

    (Department of Experimental Psychology, University of Oxford, Oxford OX1 2JD, UK
    Phoenix Australia Centre for Posttraumatic Mental Health, University of Melbourne, Carlton, VIC 3053, Australia)

Abstract

Emergency medical service (EMS) ambulance employees play a critical role in emergency healthcare delivery. However, work-related experiences can compromise their mental health and job satisfaction. Despite available supportive services offered by EMS organizations, employee uptake remains low, while mental ill health and suicide rates remain higher than those of the general population. Understanding barriers to and enablers of such support is crucial for addressing factors that connect employees with the services designed to help. This systematic review identified 34 relevant articles and utilized an innovative process of integrating quantitative and qualitative aspects of the primary and gray literature to provide a qualitative synthesis of barriers and facilitators as perceived by EMS employees. Themes of employee (in)ability to ask for help, tailored person-centered support, and education and training about mental health were overarched by organizational culture. Barriers included perceived organizational obligation rather than genuine care, alongside machismo and stigma. Enablers included valuing and acknowledging employee risk by providing time and normalizing support utilization at work. Reframing machismo from dominance, competition, and toughness to respect, perseverance, and courage; promoting adaptive coping; and providing time and training were essential. Future research should aim to understand the factors influencing employee utilization of supportive interventions based on these themes.

Suggested Citation

  • Sasha Johnston & Polly Waite & Jasmine Laing & Layla Rashid & Abbie Wilkins & Chloe Hooper & Elizabeth Hindhaugh & Jennifer Wild, 2025. "Why Do Emergency Medical Service Employees (Not) Seek Organizational Help for Mental Health Support?: A Systematic Review," IJERPH, MDPI, vol. 22(4), pages 1-39, April.
    • Handle: RePEc:gam:jijerp:v:22:y:2025:i:4:p:629-:d:1636409
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    References listed on IDEAS

    as
    1. Kinga Witczak-Błoszyk & Karolina Krysińska & Karl Andriessen & Jacek Stańdo & Adam Czabański, 2022. "Work-Related Suicide Exposure, Occupational Burnout, and Coping in Emergency Medical Services Personnel in Poland," IJERPH, MDPI, vol. 19(3), pages 1-14, January.
    2. Itumeleng Ntatamala & Shahieda Adams, 2022. "The Correlates of Post-Traumatic Stress Disorder in Ambulance Personnel and Barriers Faced in Accessing Care for Work-Related Stress," IJERPH, MDPI, vol. 19(4), pages 1-14, February.
    3. Marine Tessier & Josianne Lamothe & Steve Geoffrion, 2021. "Adherence to Psychological First Aid after Exposure to a Traumatic Event at Work among EMS Workers: A Qualitative Study," IJERPH, MDPI, vol. 18(21), pages 1-16, October.
    4. Yvonne Brunetto & Matthew Xerri & Benjamin Farr-Wharton, 2024. "The link between organizational support, wellbeing and engagement for emergency service employees: a comparative analysis," Public Money & Management, Taylor & Francis Journals, vol. 44(2), pages 100-107, February.
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