The synthesis of evidence on Quality of Work Life (QWL) and working conditions in Moroccan public hospitals suggests a system that is no longer facing punctual administrative dysfunctions (Guider et al., 2025; Amellah et al., 2025). The studies converge toward instead to a broader occupational crisis that affects the functioning of hospitals at both organizational and individual levels (Chtibi et al., 2018; Guider et al., 2025). When interpreted through the ANACT framework, the results describe a work organization constrained by recurring structural pressures. In practice, healthcare professionals operate in environments marked by staff shortages, limited equipment, and frequent lack of access to advanced medical technologies (El Gareh et al., 2023; Rahoui Chairi et al., 2025). These conditions do not only increase workload. They also change the way care is delivered on a daily basis, often under sustained pressure and time constraints (Belarabi, 2021; Zarir et al., 2025). This situation is consistent with the Job Demands–Resources (JD–R) model developed by Bakker and Demerouti (2007). The model helps explain how high job demands become more harmful when organizational resources are limited or absent. Across the reviewed studies, several recurring issues appear: weak institutional recognition, limited autonomy in decision-making, insufficient managerial support, and a lack of recovery opportunities (Al Hassani et al., 2025; Belrhiti et al., 2020). Taken together, these elements suggest that the deterioration of QWL is not only linked to workload intensity. It is also closely related to the absence of structural support mechanisms that could otherwise reduce its impact (Guider et al., 2025; El Gareh et al., 2023).

The synthesis of evidence reveals that Moroccan public hospitals are experiencing a comprehensive occupational crisis extending beyond isolated administrative issues, affecting both organizational and individual functioning levels. Healthcare professionals work under severe structural constraints including staff shortages, limited equipment, and inadequate access to advanced medical technologies, which not only increases workload but fundamentally alters daily care delivery under sustained pressure and time constraints. Applying the Job Demands–Resources model, the deterioration of Quality of Work Life stems from high job demands combined with insufficient organizational resources, characterized by weak institutional recognition, limited decision-making autonomy, inadequate managerial support, and lack of recovery opportunities, indicating that the crisis results from both workload intensity and the absence of structural support mechanisms.