Workers across the U.S. are reporting growing stress and economic uncertainty, with nearly two in five (37%) saying their work environment negatively affects their mental health, up from 32% the previous year. This finding comes from the American Psychological Association's 2026 Work in America survey, conducted by The Harris Poll with over 2,000 U.S. adults aged 18 and older between May 21 and June 1, 2026. The survey assessed psychological capital—a concept that includes hope, efficacy, resilience, and optimism—through a five-item scale designed to measure how well individuals can cope with challenges at work. Almost half of U.S. workers (48%) said they regularly feel tense or stressed during their workday, with 55% of those who rated their psychological capital as low reporting this stress. In contrast, only 38% of workers with high psychological capital felt this way, and they were less likely to say their workplace harms their mental health (24% vs. 47% of those with low psychological capital). These findings suggest that psychological capital plays a key role in how individuals perceive and manage workplace stress. Despite a strong desire to work for organizations that prioritize health and well-being, fewer workers now consider their workplaces healthy (80% in 2026, down from 85% in 2025). Workers with high psychological capital were much more likely to see their workplaces as healthy (95%), compared to less than two-thirds (63%) of those with low psychological capital. This gap highlights the importance of workplace culture in shaping workers' overall well-being. Economic and technological concerns are also affecting workers' outlooks. Almost a third (32%) of workers expressed worry about losing their jobs in the near future, up from 26% in 2025. Only 21% of workers with high psychological capital shared this concern, compared to 53% of those with low psychological capital. Additionally, about half of workers with low psychological capital feared their job duties could be replaced by artificial intelligence, compared to 37% of those with high psychological capital. The survey suggests that organizations can help workers better navigate uncertainty by building psychological capital. This includes redefining performance to value not just outcomes, but also the development of hope, resilience, and optimism. Employers are encouraged to support workers in adapting to new technologies and to create cultures that foster a sense of value and support. According to APA CEO Arthur C. Evans Jr., psychological capital, unlike technical skills or credentials, is often overlooked but can be strengthened through intentional efforts by employers.