Author(s): Walter Mwasaa
Non-governmental organizations (NGOs) are important in global community development, humanitarian aid, and social justice, often working in volatile spaces characterized by uncertainties. This study critically examines three primary uncertainties—financial constraint, infrastructural limitation, and human resource challenges—highlighting their psychological impact on NGO staff. Drawing exclusively from peer-reviewed articles from the past decade, this research synthesizes theoretical and empirical insights to reveal the effect of these interconnected forms of organizational uncertainty on mental health outcomes like anxiety, burnout, and stress among NGO staff. The analysis is supported by key theoretical frameworks: the Effort–Reward Imbalance (ERI) Model, the Job Demand–Control–Support (JDCS) Model, and the Conservation of Resources (COR) Theory. The objective of the study is twofold: to systematically review relevant articles following inclusion and exclusion criteria and to propose evidence-based policy frameworks for mitigation. A secondary qualitative method approach is used in the study wherein a systematic literature review (SLR) for qualitative information and secondary data from authentic sources is integrated to draw insightful findings. Data from authentic sources revealed that global NGO funding in 2025 covered only 5.2% of needs, with over 60% from three major donors, heightening vulnerability. Workforce trends revealed 3.1% annual growth in total staff, but the vacancy rate was found to be 11%, suggesting issues related to human resource uncertainty. Regional variations are evident, with acute challenges in Africa and South Asia compared to Europe. These trends, coupled with thematic analysis, provide an essential background to comprehend the holistic picture of NGOs' vulnerabilities. The proposed policy framework is based on interconnected strategies, financial reserves, and diversification for budget stabilization; investment in infrastructure and digital training to reduce isolation; HR reform for capacity building and stable contracts; and an integrated mental health support system. In summary, this study fills in knowledge gaps about the psychological effects of uncertainty and promotes systemic changes to improve staff resilience and NGO sustainability. To improve these frameworks, future studies should investigate culturally specific models and longitudinal interventions.