Studies have shown that a significant portion of the US population, particularly individuals aged 27–45, worry about their carbon footprint when considering having children (Schneider-Mayerson and Leong, 2020). Additionally, a survey of 10,000 young people aged 16–25 revealed that 59% were extremely worried, 75% felt that the future is frightening, 83% felt that people have failed to take care of the planet, 45% reported that climate change negatively impacts their daily lives and work, and more than 50% reported feelings such as sadness, anxiousness, anger, powerless, helplessness, and guilt (Hickman et al., 2021).

The anxiety people experience in response to ecological crises is referred to as ‘eco-anxiety’ (Hogg et al., 2024). It is a type of anxiety that stems from concerns about human-induced climate change (Clayton et al., 2017). It is severe enough to cause distress and dysfunction (Mental Health Commission of Canada, 2023) in individuals’ ability to sleep, work and socialize (Clayton, 2020). Globally, an estimated 12 billion working days are lost every year to depression and anxiety for US$1 trillion per year in lost productivity (World Health Organization, 2022). While these statistics primarily address general anxiety disorders, it is plausible to suggest that eco-anxiety, a form of anxiety caused by apprehension of a threat associated with the climate crisis, contributes to these alarming statistics. Despite the growing discourse on eco-anxiety, there remains a notable gap in understanding its implications within workplace settings (Joshua et al., 2022). Limited research has explored the nexus between eco-anxiety and workplace dynamics, highlighting a critical area for further investigation (Brooks and Greenberg, 2022). Emerging literature suggests that high levels of eco-anxiety are associated with negative emotional and physical reactions, such as sadness, fear, and anger, and can lead to isolation, insomnia, stress, and depression (Clayton, 2020; Gousse-Lessard and Lebrun-Paré, 2022). In contrast, eco-anxiety at a low or moderate level can be associated with positive stress, or eustress, and may encourage individuals to adopt pro-environmental behaviors (Joshua et al., 2022; Pikhala, 2020; Verplanken et al., 2020). In this context, pro-environmental behaviors (PEB) can constitute a form of eco-anxiety regulation strategy focused on problem-solving when there is rapid and concrete feedback (Pikhala, 2020; Lebrun-Paré, 2018). PEB through employees’ efforts, contributes to making the organization and/or society more sustainable (Lamm et al., 2013). Within a workplace, PEB would help to focus employees’ activities on minimizing the negative aspects of people’s actions by saving water, recycling, and reducing waste and energy consumption (Stern, 2000). Addressing eco-anxiety at both the individual and organizational levels is essential. On an employee level, values and self-concordance are important, while at the organizational level, environmental dynamic capabilities, leadership, and human resource management practices can play a significant role (Unsworth et al., 2021). Additionally, an organization’s environmental impact is influenced by its institutional context (Bryant et al., 2020), necessitating a process of change within the organization (Unsworth et al., 2021). To address these challenges, exploring Lewin’s theory of change can be a valuable tool for planning and communicating interventions within organizations (Lewin, 1947). This approach allows for transparent communication and discussion of interventions with staff members, stakeholders, and the target population (Romão et al., 2023).

Eco-anxiety is an emerging research topic. Reviews conducted to date on the topic have not explored this problem specifically in a workplace setting, despite eco-anxiety becoming a major health issue causing losses for organizations. Since 2020, four reviews of eco-anxiety have been published (see Table 1). Though different in their chosen approaches (i.e., scoping or systemic), the reviews focus on defining eco-anxiety and the emotions associated with it, except for Brook and Greenbert (2022), who focused on climate-induced mental ill-health as a potential predictor of workplace behaviors. The researchers all share a common focus on the lack of attention given to the impact of eco-anxiety in workplace settings. Existing literature, such as the work of Joshua et al. (2022), emphasizes the need for further studies on this topic, while Noy et al. (2022) points out that there is a dearth of studies on workplace interventions for understanding and supporting employees in this context. The objective of this research is to respond to the call of three authors (see Noy et al., 2022; Joshua et al., 2022; Brooks and Greenberg, 2022) to find strategies designed to reduce ecoanxiety in the workplace. To advance knowledge in this field, our study aims to address three specific research questions: (1) How does the current literature address the issue of eco-anxiety in workplace settings? (2) What are the levers of change to reduce eco-anxiety in workplaces? (3) How can workplaces respond to this challenge? To answer these questions, we conducted a scoping review and proposed guidelines for the workplace.

To answer our research questions, we explored Lewin’s theory due to its potential to drive significant change. Lewin (1935), who greatly influenced work psychology and management, highlighted the inherent conflict between the desire to enact change and the influential forces that affect individuals. Building upon this, Burnes (2020) further elucidated that Lewin’s theory focuses on improving organizational performance by prioritizing human relationships and fostering collaborative and participative group transformation. It is widely acknowledged as an effective approach for instigating behavioral changes in individuals. As such, our study centers on a three-step model (unfreezing, changing, and freezing), that underscores the criticality of collaboration between employers and employees in successfully implementing changes (see section 3.2). Throughout our exploration, we delved into several terms to facilitate change within organizations. One such term is Nature-Based Solutions (NBS), associated with Nature-Based Interventions (NBI), which encompasses actions aimed at protecting, managing, and restoring ecosystems to address societal challenges as described by Fang et al. (2023). Furthermore, NBI refers to a form of therapy that can be administered through nature-based interventions. Another term of significance is Green Human Resource Management (GHRM), which plays a pivotal role in fostering the adoption of pro-environmental behaviors by cultivating a supportive culture and building capabilities within an organization. Additionally, the concept of green work-life balance, presented by Ghouri et al. (2020) and Wen et al. (2022), can enhance employees’ work roles.

Finally, our study contributes to the development of knowledge on eco-anxiety in the workplace in various ways. First, we provide an outlook regarding the emerging trend of eco-anxiety in workplace settings. Second, we present a model depicting the variables influencing eco-anxiety to understand what actions can be implemented to alleviate or reduce anxiety as well as other psychological symptoms to bring about greater job satisfaction. Finally, by applying Lewin’s change theory, we offer a three-step guide for organizations seeking to alleviate their employees’ eco-anxiety through targeted management actions (Lewin, 1947). Our review is distinguished by its focus on an intervention model rooted in Lewin’s change theory, a framework commonly used in management research (Srivastava and Agrawal, 2020; Burnes, 2020), but to our knowledge not utilized in the literature on eco-anxiety. In summary, our study aims to provide human resources and managers with different strategies to address eco-anxiety in the workplace. While our study explores strategies to manage eco-anxiety, it also recognizes that eco-anxiety may be a persistent challenge that requires ongoing management and adaptation throughout different life stages (Pikhala, 2020).

A scoping review was conducted to investigate workplace eco-anxiety. This approach involves a synthesis aimed at investigating and providing an overview of evidence and evidence gaps through a different field (Peters et al., 2022). It is a tool used to determine the scope or coverage of the literature on a given topic and to provide clear indications of the number of articles and studies available as well as an overview of the topic (Munn et al., 2018), which is a critical component for creating theoretical frameworks and building conceptual models (Snyder, 2019).

To do so, we developed a protocol using a scoping review framework shown in Figure 1. It is processed in four stages: (1) Search strategy, (2) Inclusion and exclusion criteria, (3) Data results and extraction, and (4) Coding.

In this study, we aimed to address the concerns raised by three authors (Brooks and Greenberg, 2022; Joshua et al., 2022; Noy et al., 2022) regarding the need to identify effective strategies for alleviating eco-anxiety in the workplace. Our approach involved conducting a scoping review and applying Lewin’s theory of change to pro-environmental behavior to develop practical guidelines. The findings highlighted the absence of a one-size-fits-all solution for addressing eco-anxiety, emphasizing the importance of deploying a range of strategies related to problem-solving, finding meaning, and managing emotions at different stages of change (Mah et al., 2020). The study underscored the significance of emotions in coping with eco-anxiety in both personal and professional settings and emphasized the need to approach climate change in a manner that transcends purely rational and scientific perspectives (Head and Harada, 2017).

In a recent study conducted by Noy et al. (2022), it was found that actively participating in solutions can serve as a powerful motivator and driving force for individuals. The study highlighted that eliminating eco-anxiety could find relief and moderation through a sense of purpose, hope, and achievement. The research pointed out that organizational management practices focused on environmental concerns can alleviate eco-anxiety by demonstrating a commitment to addressing the climate crisis. Furthermore, organizational practices can help reduce uncertainty by enhancing understanding of environmental issues and boosting individuals’ confidence in confronting these challenges. This, in turn, can inspire concrete actions to address environmental concerns. When people are anxious about environmental degradation, introducing pro-environmental behaviors in a work setting can serve as a source of motivation and empowerment, leading to positive impacts on the planet and helping to alleviate their eco-anxiety. However, it’s crucial to note that excessively high levels of eco-anxiety may lead to feelings of powerlessness, paralysis, and moral disengagement, according to studies by Pikhala (2020) and Verplanken et al. (2020). Research conducted by Hwong et al. (2022) emphasized the importance of engagement in reducing environmental footprint and energy consumption as a means of addressing mental health needs associated with climate change. Active involvement in mitigating climate change was found to have positive effects on individuals’ mental well-being, as observed by Clayton (2020). These actions should not feel forced, as individuals should perceive themselves as working toward a common goal. This perspective can help employees view their organization’s environmentally friendly strategies as a positive influence, according to an empirical study by Joshua et al. (2022). Marrucci et al., (2021) used the term “Involving” and “Rewarding” for the GHRM practices within an organization. This positive influence can be seen as a form of support, and it’s suggested by Boon (2022) that realizing they are not alone in their concerns can assist individuals in managing the negative mental health effects associated with environmental concerns. Instead of trying to eliminate eco-anxiety, it is suggested that helping employees understand, manage, and learn from their fears will be more beneficial.

Our research suggests incorporating biophilic settings and connecting with nature to help alleviate eco-anxiety. However, Andreucci et al. (2021) highlight the need for careful implementation of biophilic design to avoid it being perceived as a shallow intervention. This emphasizes the importance of understanding the strengths and limitations of such approaches and applying relevant research to different situations. Several studies have also emphasized the positive impact of nature on mental health, with Clayton (2020) noting the restorative potential of people’s connection to nature and the therapeutic value of natural settings. Additionally, Brooks and Greenberg (2022) emphasize the importance of a well-supported workforce in providing effective support for employees, including training in psychological care and coping with mental health impacts (Newnham et al., 2020). Tiatia et al. (2022) further underline the necessity of education and advocacy to address the mental well-being effects of climate change, which emphasizes the need for Green HRM within organizations.

Eco-anxiety is a growing health issue that affects people of all generations, including young children, teenagers, and adults. This anxiety can impact people’s ability to address environmental issues, especially in the workplace where individuals typically spend around 35 h per week. Organizations, through GHRM, should implement strategies to address eco-anxiety. Instead of trying to eliminate it, organizations should focus on developing the capacity to understand, manage, and gain insights from eco-anxiety. GHRM should aim to enhance understanding of environmental issues, boost individuals’ confidence in facing these challenges, and incorporate sustainable approaches such as the circular economy and nature-based solutions. These approaches can help individuals channel their anxiety into meaningful and impactful actions, such as adopting pro-environmental behaviors.