Perception of infection risk and attitudes toward infection prevention and control measures among health sciences students in Morocco: a cross-sectional study.

As a critical group that bridges clinical operations and economic management, hospital financial personnel are currently undergoing a digital transformation in hospital financial management (). On the one hand, the widespread deployment of digital infrastructures, such as hospital information systems, electronic medical records, and intelligent financial shared service centers, has gradually extended the work boundaries of hospital financial personnel from traditional offices to virtual workspaces (, ). On the other hand, the COVID-19 pandemic and the ensuing normalization of prevention and control measures have accelerated the adoption of remote work in the healthcare industry (), requiring hospital financial personnel to perform core tasks through instant messaging tools, video conferencing systems, and cloud-based collaborative platforms. While modern financial work tools have substantially enhanced processing efficiency and data transparency in hospital finance (), they have also reshaped the boundaries of work, the pace of tasks, and the psychological load of financial personnel. Consequently, the constant connectivity, immediate responsiveness, and remote accessibility brought about by digital technologies have gradually emerged as a novel source of work-related stress (, ). Workplace telepressure refers to the psychological tension and resource depletion that individuals experience as a result of continuous connectivity through work-related information technologies, demands for remote communication, intrusion of work into nonwork hours, and expectations of immediate feedback (, ). More importantly, hospital financial personnel are subjected not only to multiple occupational demands arising from frequent adjustments to medical insurance policies and compliance audit pressures (), but also to the need to continuously respond to electronic requests from supervisory authorities, hospital administrators, and clinical departments during nonwork hours. This work pattern subjects them to telepressure that far exceeds that experienced in traditional industries. Nevertheless, few studies to date have systematically investigated telepressure among hospital financial personnel, and the underlying psychological mechanisms remain insufficiently understood. The wellbeing and structural composition of the healthcare workforce have long been recognized as critical determinants of organizational performance, care quality, and patient safety. A substantial body of research has established that occupational strain, fatigue, and burnout among healthcare workers are closely linked to diminished performance and adverse safety outcomes. In a systematic review synthesizing 46 studies, Hall et al. () demonstrated that poor staff wellbeing and moderate-to-high levels of burnout were associated, in the majority of the studies reviewed, with poorer patient safety outcomes such as medical errors. At the population level, Shah et al. (), drawing on a large national sample of registered nurses in the United States, documented a high prevalence of burnout and identified stressful work environments and excessive workloads as salient contributing factors. Beyond individual psychological states, structural workforce characteristics are likewise consequential: in a cross-sectional study across European hospitals, Aiken et al. () found that a richer professional nursing skill mix was associated with lower patient mortality, more favorable patient ratings, and higher quality of care. This evidence indicates that both the psychological condition and the structural configuration of the healthcare workforce carry far-reaching implications for performance and safety. Notably, however, this literature has overwhelmingly focused on frontline clinical staff—particularly nurses and physicians. In contrast, administrative and financial personnel, who increasingly operate under comparable digital connectivity and accountability pressures, have received scant empirical attention. This imbalance is consequential because errors and performance decrements among financial personnel may compromise not only fund safety and organizational efficiency but, indirectly, the resourcing and continuity of clinical care itself. Examining how a digitally driven stressor, such as workplace telepressure, shapes the cognitive functioning of hospital financial personnel extends the healthcare workforce–safety literature to a previously overlooked but managerially significant occupational group. Workplace cognitive failure refers to the breakdown of cognitive functioning that manifests in work contexts as attentional lapses, memory omissions, action errors, biases in information judgment, and oversights in task execution (). Prior research has demonstrated that workplace cognitive failure is closely associated with occupational safety, decision quality, and organizational effectiveness (, ). For hospital financial personnel, daily work places stringent demands on the ti