EMPLOYEE MENTAL HEALTH

TOPIC: EMPLOYEE MENTAL HEALTH

AUTHOR: MEGHANA DEEPAK SAVRATKAR, KOHINOOR BUSINESS SCHOOL (MMS)

 

  1. TITLE: CONCEPTUAL AND PROCEDURAL KNOWLEDGE

Martin et al (2015) writes about managing the social and economic consequences of mental health issues in the workplace presents Martin et al (2015) a range of significant challenges to managers. By examining managers’ experiences of working with employees with mental health issues, Martin et al (2015) have identified several forms of conceptual and procedural knowledge required in these situations. The identification of this knowledge and preliminary consideration of educational strategies that may help to develop it provides a foundation for management educators to begin developing and evaluating learning strategies that prepare current and future managers to deal with this important and complex job demand.

 

  1. TITLE: MENTAL HEALTH CONDITIONS (MNCs)

Kalfa et al (2021) emphasizes on responding to the relative absence of HRM research that examines how Mental Health Conditions (MNCs) are accommodated in workplaces, this study has provided new empirical evidence of the experiences of HR managers navigating the complexities of employees’ MHCs. Kalfa et al (2021) findings indicate that organizations accommodate MHCs in different ways, and their different approaches to MHC accommodation have significant implications for MHC stigmatization. Specifically, Kalfa et al (2021) identified two new forms of structural stigma, which they respectively label business-based and care-based stigma, that stem from transactional and paternalist HRM approaches to accommodating MHCs. Kalfa et al (2021) explore the implications of their analysis for de-stigmatizing MHCs in workplaces and for future HRM research that advances understanding of how organizations can better support employees with MHCs.

 

  1. TITLE: BOTANICAL GARDEN

Murthy et al (2019) says that the study explicitly exhibits the limited awareness about mental health among the employees of the botanical garden. This may lead to poor recognition of mental health problems that in turn may lead to delayed treatment turn up. There is a need of structured training programs to increase mental health literacy among the community to reduce the disability and increase the functionality.

 

  1. TITLE: COVID-19 PANDEMIC

Viswanathan et al (2023) writes to understand the state of mental health of the workforce during the COVID-19 pandemic. The quantitative findings suggested that there were strong correlations between the mental health of an individual and work-related constructs such as workplace well-being as well as work and social adjustment. Times of uncertainty in the workplace have been repeatedly shown to bear an adverse impact on the physical and mental health of employees. This relationship has also been true inversely – with greater psychological capital protecting from negative work experiences. It was found to be true in light of the qualitative findings which suggested that individuals who reported being optimistic and hopeful did have higher levels of adjustment of mental health, while the contrary was true for those who were anxious about the ambiguities of the future.

 

  1. TITLE: TRANSFORMATIONAL LEADERSHIP (TFL)

Kensbock & Boehm (2016) expands the purpose of this empirical study was to gain insights into the relationship of Transformational Leadership (TFL) with the job performance and health of employees with disabilities by applying a mixed-methods approach. The results from both quantitative and qualitative analyses provide a comprehensive picture of the experiences of people with disabilities working in an Israeli call center. The results support the assumption that TFL can enhance work-related outcomes of employees with disabilities. The interview results suggest that supervisors in the call center display all facets of TFL in their daily leadership behavior. By doing so, they actively aim to advance the development of every single employee and support them in their daily business. TFL was shown to positively correlate with followers’ OBSE and to negatively correlate with their emotional exhaustion, supported the important role of leadership.

 

  1. TITLE: SEXUAL HARASSMENT AND GENERALIZED WORKPLACE ABUSE

Richman et al (1999) says that men and women across occupational groups perceive substantial degrees of exposure to both sexual harassment and generalized workplace abuse. The data highlight the public health significance of both sexual harassment and generalized workplace abuse, which are significantly associated with a diverse range of negative mental health outcome. The range of outcomes encompassing distress and possible self-medication with alcohol and cigarettes suggests that harassment and abuse may create an emotional climate of self-soothing behaviors in victims that, over time, leads to serious psychopathology such as problem drinking in individuals who tend to self-medicate when distressed.

  1. TITLE: WORKPLACE BULLYING

Cerdeira et al (2023) expands the study which strongly backs prior international research showing that workplace bullying harms targeted employees’ wellbeing and mental health. It has vital implications for counselling, prevention, and intervention in workplace bullying, and for organizational psychology and human resources. To deepen our understanding, future research should explore both bullied individuals’ traits and others involved in harassment. Investigating the interplay between personality and bullying in foreign research is a promising direction. Also, future studies should examine psycho-physiological changes in employees enduring prolonged bullying. It is crucial to systematically explore preventive measures for evidence-based counselling. Lastly, an important future inquiry would be investigating suicidal tendencies among bullying victims, so that potential long-term consequences may be determined.

 

  1. TITLE: UTILIZATION OF EMPLOYEE ASSISTANCE PROGRAMS (EAP)

Brooks & Ling (2020) emphasizes on the utilization of Employee Assistance Programs (EAP) services was found to be mixed since the start of the COVID-19 pandemic, numerous reports have indicated that employees continue to request additional mental health support as they deal with the ramifications stemming from the COVID-19 pandemic. The efficacy of EAP services appear to provide either a supplementary or complementary option to mental health services offered through traditional health plans for all demographic groups and may be less stigmatizing for certain minority groups than services offered through health plans. The ease of access, confidentiality and focus on both the mental health needs of the employee and the work productivity needs of the employer make EAPs uniquely positioned to positively affect all stakeholders, if implemented effectively.

 

 

  1. TITLE: COPING STRATEGIES AT WORK

Rick & Guppy (1994) expands the results indicated that there was some correspondence between the use of certain coping strategies and perceived problems with coping at work. There would also seem to be evidence suggesting the existence of dysfunctional coping strategies among workers. The present study identified avoidant coping strategies as being related to poorer levels of mental health and lower job satisfaction. These two findings combine to suggest that those who rely most heavily on avoidant coping may in the long run require assistance in coping with work-related problems that could result in poor mental well-being. That such coping strategies may be perceived as inadequate may provide access to changing the individual through employee assistance procedures. The current research was performed within the context of organizational change (when is it not!). One of the elements “on the move” concerned the provision of awareness and counselling systems for staff aimed at stress-related problems. It is envisaged that future reports based on the current research programme will be able to explore the impact of these interventions in more depth.

 

  1. TITLE: FINANCIAL STRAIN AND JOB INSECURITY OF EMPLOYEES

Dey et al (2020) writes about the impact of covid-19 on mental health, financial strain and job insecurity of employees. The current economic scenario as a result of the pandemic, however, contributes to increased financial strain amongst employees, with 52.3% of respondents experiencing moderate to high financial strain. The majority of the population exhibit signs of positive mental well-being, with higher coping abilities and stress levels which were lower than expected.  A key reason for the decreased levels of stress amongst employees could be various initiatives which were taken by organizations to improve mental health.  Initiatives included yoga and exercise sessions, training regarding mental health, training regarding meditation techniques, informal catch-up sessions with colleagues, to name a few.  When asked about what additional support they would require from the organization, employees stated the need for motivation and regular communication with co-workers as the most important factor. The current pandemic has bought about drastic changes in lifestyles of employees, be it the inability to travel, or changes in work-life balance or increased stress levels due to financial strain and job insecurity.  However, organizations have taken initiatives to educate employees and improve their mental well-being, so that they are better able to cope with the changes caused due to COVID-19.

 

 

CONCLUSION

 

The research underscores the critical relationship between mental health and the workplace, highlighting the imperative for comprehensive support systems. It emphasizes the necessity of awareness campaigns and educational programs to mitigate stigma and enhance mental health literacy among employees and managers. Organizational initiatives, including employee assistance programs and regular communication channels, play a pivotal role in fostering mental well-being amidst challenges like the COVID-19 pandemic and workplace stressors. Transformational leadership emerges as a positive influence, bolstering employee performance and mental health outcomes. Moreover, addressing issues such as bullying, harassment, and job insecurity is paramount to maintaining a healthy work environment. In summary, the synthesis of these studies accentuates the importance of proactive measures and supportive environments to nurture employee mental health and overall organizational resilience.

 

REFERENCE:

 

  • BROOKS, C. D.; LING, J. (2020) “Are We Doing Enough”: An Examination of the Utilization of Employee Assistance Programs to Support the Mental Health Needs of Employees During the COVID-19 Pandemic. Journal of Insurance Regulation, [s. l.], v. 39, n. 8, p. 1–34. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=9f5d5f41-b885-3a06-81db-6ec66dc4923a. Acesso em: 24 fev. 2024.

 

  • CERDEIRA, J. P.; CAKIRPALOGLU, S. D.; CAKIRPALOGLU, P. (2023) Crushing the Spirit: Unmasking the Impact of Workplace Bullying on Psychological Wellbeing among Portuguese Employees. Administrative Sciences (2076-3387), [s. l.], v. 13, n. 11, p. 244. DOI 10.3390/admsci13110244. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=3e1f9ec6-839a-3500-8f20-5d357d386563. Acesso em: 24 fev. 2024.

 

 

  • DEY, R.; D’SOUZA, N.; KUMAR, G. (2020) Impact of COVID-19 on Mental Health, Financial Strain and Job Insecurity of Employees. International Journal of Business Insights & Transformation, [s. l.], v. 14, n. 1, p. 59–67. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=e0cd5036-b49c-3c6b-8408-819285679531. Acesso em: 24 fev. 2024.

 

  • KALFA, S.; BRANICKI, L.; BRAMMER, S. (2021) Organizational accommodation of employee mental health conditions and unintended stigma. International Journal of Human Resource Management, [s. l.], v. 32, n. 15, p. 3190–3217. DOI 10.1080/09585192.2021.1910536. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=a8b57be9-b88f-35b6-ac04-3cd1ffddb18b. Acesso em: 24 fev. 2024.

 

 

  • KENSBOCK, J. M.; BOEHM, S. A. (2016) The role of transformational leadership in the mental health and job performance of employees with disabilities. International Journal of Human Resource Management, [s. l.], v. 27, n. 14, p. 1580–1609. DOI 10.1080/09585192.2015.1079231. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=50c02a53-4fff-31e2-8447-67cd20f12ac5. Acesso em: 24 fev. 2024.

 

  • MARTIN, A.; WOODS, M.; DAWKINS, S. (2015) Managing Employees with Mental Health Issues: Identification of Conceptual and Procedural Knowledge for Development Within Management Education Curricula. Academy of Management Learning & Education, [s. l.], v. 14, n. 1, p. 50–68, 2015. DOI 10.5465/amle.0287. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=16937c98-247e-31a8-9083-c2e426a90275. Acesso em: 24 fev. 2024.

 

 

  • MURTHY, M. et al. (2019) Perception of employees on mental health at a leading botanical garden, India: A qualitative study. Industrial Psychiatry Journal, [s. l.], v. 28, n. 2, p. 170–175. DOI 10.4103/ipj.ipj_94_18. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=208615a8-3b57-39af-bfd3-8041aea21166. Acesso em: 24 fev. 2024.

 

  • RICHMAN, J. A. et al. (1999) Sexual Harassment and Generalized Workplace Abuse Among University Employees: Prevalence and Mental Health Correlates. American Journal of Public Health, [s. l.], v. 89, n. 3, p. 358–363. DOI 10.2105/AJPH.89.3.358. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=7d67aa3e-c391-303c-9334-a7286a9f5081. Acesso em: 24 fev. 2024.

 

 

  • RICK, J.; GUPPY, A. (1994) Coping Strategies and Mental Health in White Collar Public Sector Employees. European Work & Organizational Psychologist, [s. l.], v. 4, n. 2, p. 121. DOI 10.1080/13594329408410479. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=ede2cd8f-bf1a-3652-a2e4-c32593338b6c. Acesso em: 24 fev. 2024.

 

  • VISWANATHAN, A. et al. (2023) Working during the COVID-19 pandemic: Understanding employee mental health. Industrial Psychiatry Journal, [s. l.], v. 32, n. 1, p. 24–32. DOI 10.4103/ipj.ipj_72_21. Disponível em: https://research.ebsco.com/linkprocessor/plink?id=d08e77fe-7f2c-3691-9b1f-c5cd9e49cfe5. Acesso em: 24 fev. 2024.

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