A new research article from the WorkAI project examines how AI use, professional identity, stress and self-efficacy are connected in Finnish working life. The study, Stress and self-efficacy under artificial intelligence disruption: A mixed-methods study on the usage of artificial intelligence among Finnish workers, was authored by Atte Oksanen, Teo Keipi, Moona Heiskari and Iina Savolainen and published in New Media & Society.
The study combines nationally representative survey data from 2,109 Finnish workers with 54 interviews conducted across six organizations in 2024. The researchers investigated AI-related strain, employees’ confidence in learning and using AI technologies (AI self-efficacy), and perceived threats to professional identity.
The findings reveal a complex relationship between AI use and employee well-being. More frequent AI use was associated with both higher AI-related strain and stronger AI self-efficacy. However, employees who experienced AI as a threat to their professional identity reported substantially higher strain and lower confidence in their ability to learn and adapt to AI. Positive attitudes toward AI were strongly associated with higher self-efficacy, but did not necessarily protect employees from AI-related stress.
The interviews provide further insights into how workers navigate AI-driven changes. Although AI use was often described as voluntary and beneficial, employees anticipated growing expectations to develop AI skills and adapt to changing professional roles. Participants highlighted the importance of personal motivation, opportunities to learn, organizational support and clear guidance. At the same time, keeping up with rapid technological development and taking responsibility for AI-generated outputs created additional pressures.
The findings highlight that AI transformation is not only about adopting new technologies or improving efficiency. It also challenges how employees perceive their competence, professional value and future roles. Organizations should therefore support employees through accessible training, clear expectations, opportunities for learning and attention to identity-related concerns and well-being.
Read full article: https://doi.org/10.1177/14614448261488700