Employee Well-being and Mental Health

Employee Well-being and Mental Health.

 

Author: Shraddha Vijay Surve

MMS-FY-A- 57 

 

Workplace Stress and Employee Well-Being

 

(Felicia & Priskilla, 2024) stated one of the biggest factors affecting mental health at work is job stress. Employees experience different levels of stress based on their job demands and how much control they have over their tasks. Research shows that employees in high-demand, low-control jobs are at a greater risk of burnout and mental fatigue. In contrast, those who have more control over their work experience higher job satisfaction and better mental health. Additionally, employees exposed to frequent workplace changes—such as new responsibilities, shifting workloads, or unclear expectations—tend to experience higher levels of stress and anxiety. This highlights the importance of stability, clear communication, and autonomy in reducing workplace stress and improving mental well-being.

 

Work Stress & Mental Health: A Generational View

 

(Anna,2024) study explores mental health issues among employees in Poland, focusing on generational differences. It identifies stress, burnout, and depression as major challenges, with younger generations (especially Generation Z) being the most affected. Using survey data from 1,300 employees, the research highlights how workplace expectations, job responsibilities, and stressors vary across Baby Boomers, Generation X, Millennials (Gen Y), and Generation Z. It also suggests strategies for employers to improve workplace mental well-being, such as flexible work conditions, psychological support, and stress management programs. Taking care of employees’ mental health is both an ethical and economic necessity for businesses today.

 

Impact of Technology on Workplace Mental Health

 

(Anya & Shanta & Helena & Markus & Sadhbh & Leona & Nicholas & Samuel, 2020) researched the increasing role of automation, artificial intelligence (AI), and digital communication in workplaces is significantly affecting employee mental health.

While automation and AI can reduce repetitive tasks and improve efficiency, they also create job insecurity and higher stress levels as employees fear being replaced or struggle to adapt to rapid changes. The introduction of flexible and remote work has blurred work-life boundaries, making it difficult for employees to disconnect, leading to increased mental exhaustion.

Workplaces now experience higher expectations of constant availability, where employees feel pressured to respond to emails and messages beyond regular working hours. Positive aspects of technological advancements include reducing workload through automation and creating new job opportunities that require higher cognitive engagement.

 

Mental Health in IT Industry and ‘Quiet Quitting’ 

 

(Jaroslaw & Sara, 2024) expressed ‘Quiet quitting’ is a growing trend in the IT sector, where employees do only the minimum required tasks instead of engaging beyond their core job duties. The phenomenon is driven by work pressure, burnout, and a desire for work-life balance, particularly among Generation Z and Millennials. The COVID-19 pandemic accelerated remote work, increasing both flexibility and stress, leading employees to reassess their work priorities. The IT industry’s fast-paced nature, continuous learning demands, and long working hours contribute to exhaustion and disengagement. Many IT professionals struggle to relax after work, leading to mental fatigue, decreased motivation, and a sense of underachievement.

 

Workplace Spirituality & Employee Mental Health in Banking

 

(Rajeev & Palas, 2024) explained the study explores the connection between workplace spirituality and mental health, particularly in Indian banks. Employees who engage in spiritually meaningful work (finding purpose in their tasks and having strong interpersonal connections) show higher motivation, mental resilience, and job satisfaction.

Stress and mental fatigue are common in the banking sector due to high customer expectations, workload, and organizational changes. Workplace spirituality is linked to positive relationships, a sense of belonging, and ethical decision-making, all of which contribute to better mental well-being. Banks and similar organizations should integrate workplace spirituality by fostering a supportive culture, emphasizing teamwork, ethical leadership, and personal development. Encouraging employees to find personal meaning and connection in their work can lead to lower burnout rates and higher productivity.

 

The Role of Leadership in Employee Mental Health

 

(David & Maria & Francesco & Luca & Hector & Emilio & Giuseppe & Simone, 2024) states leadership plays a crucial role in shaping the work environment and employee well-being. Studies show that caring leadership leads to higher job satisfaction, improved mental health, and stronger work performance. In the banking sector, employees who find spiritual meaning and purpose in their work report lower stress levels and higher engagement. Similarly, research on a private university in Indonesia found that when management, coworkers, and the organization fostered a culture of care and empathy, employees displayed better work attitudes, stronger teamwork, and improved mental resilience. These findings suggest that leaders who support and care for their employees create healthier, more productive workplaces.

 

 

 

 

 

 Servant Leadership & Mental Health in Healthcare Organizations 

 

(Susan & Amber & Svetlana & Maria, 2020) researched the study examines the role of servant leadership in improving mental well-being among healthcare workers. Servant leaders prioritize employee well-being, emotional support, and personal growth, leading to higher job satisfaction and reduced burnout. Workplace civility (mutual respect and a positive work climate) enhances the positive effects of servant leadership on mental health. Employees working in a toxic or stressful environment are more likely to experience burnout, emotional exhaustion, and lower performance. Healthcare workers face particularly high stress levels due to patient care responsibilities, high workload, and emotional strain. Healthcare institutions should train leaders in servant leadership practices to improve employee mental health. Creating a respectful and supportive workplace culture can reduce stress, increase engagement, and improve overall job performance. Encouraging teamwork and emotional resilience training can help healthcare workers manage high-stress environments more effectively.

 

Remote Work and Mental Health Challenges

 

(Anna, 2021) states the COVID-19 pandemic forced many employees to transition to remote work, which had both positive and negative effects on mental health. On one hand, remote work provided safety and flexibility. However, it also led to work-life balance struggles, isolation, and increased stress. Studies found that 49% of employees lacked a proper workspace at home, leading to higher mental fatigue and lower productivity. Additionally, many employees felt pressure to be constantly available, which contributed to poor sleep, lack of exercise, and increased burnout. Research on U.S. government employees showed that those who felt their workplaces provided clear safety measures—such as mental health support, flexible work schedules, and reduced on-site work—had higher job satisfaction and lower stress levels. These findings highlight the importance of well-structured remote work policies and organizational support in maintaining employee well-being.

 

The Impact of COVID-19 on Employee Well-Being

 

(Annika & Maria, 2021) stated the pandemic also had significant effects on specific groups of employees. A study on workers in the Faroe Islands found that women and working parents experienced higher stress levels due to home-schooling, childcare responsibilities, and household demands. Interestingly, healthcare workers rated their work ability higher than employees in other fields, despite facing intense work pressure and emotional strain. This suggests that a strong sense of purpose and support systems can help employees manage high-stress environments more effectively. Organizations must recognize these differences and provide customized support strategies for employees with different needs.

 

 

 

 

 

 

How Work Affects Our Mental Health: Stress, Leadership, and Remote Work

 

(Hyung-Woo & Dong-Young, 2021) states employee well-being is deeply connected to workplace conditions, leadership styles, and organizational support. Across different industries, employees face various stressors that impact their mental health, job satisfaction, and productivity. Research has explored how factors such as job demands, workplace culture, leadership styles, and remote work influence mental well-being. These studies highlight key challenges employees face and offer practical solutions that organizations can adopt to create a healthier work environment.

 

 Conclusion: Common Themes Across Industries

 

Despite differences in industries, the research highlights common workplace mental health challenges:

Work Stress & Burnout: Employees across all fields experience high work demands, lack of work-life balance, and mental exhaustion.

Technological Impact: While technology improves efficiency, it also contributes to job insecurity, stress, and blurred boundaries between work and personal life.

Workplace Support & Leadership: Organizations that foster positive leadership (servant leadership, ethical management, and spirituality) report better employee mental health and higher performance.

Younger Generations & Work Expectations: Millennials and Generation Z prioritize work-life balance, personal growth, and meaningful work, leading to trends like quiet quitting in response to workplace pressures.

Preventive Measures: Companies must prioritize employee well-being by offering flexible work conditions, mental health programs, leadership training, and fostering a respectful work culture.

 

 

 

References:

Anna Stasiuk-Piekarska, 2021. “The Impact of Remote Work on Human Well-Being,” European Research Studies Journal, European Research Studies Journal, vol. 0(Special 2), pages 726-741.

Anna Tokarz-Kocik, 2024. “Generational Factors in Employee Mental Well-Being: Insights from Poland,” European Research Studies Journal, European Research Studies Journal, vol. 0(Special B), pages 814-825.

Annika H. Davidsen & Maria S. Petersen, 2021. “The Impact of COVID-19 Restrictions on Mental Well-Being and Working Life among Faroese Employees,” IJERPH, MDPI, vol. 18(9), pages 1-14, April.

Anya Johnson & Shanta Dey & Helena Nguyen & Markus Groth & Sadhbh Joyce & Leona Tan & Nicholas Glozier & Samuel B Harvey, 2020. “A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being,” Australian Journal of Management, Australian School of Business, vol. 45(3), pages 402-424, August.

David Shaholli & Maria Vittoria Manai & Francesco Iantorno & Luca Di Giampaolo & Hector Alberto Nieto & Emilio Greco & Giuseppe La Torre & Simone De Sio, 2024. “Teleworking and Mental Well-Being: A Systematic Review on Health Effects and Preventive Measures,” Sustainability, MDPI, vol. 16(18), pages 1-19, September.

Felicia Juliani Leliga & Priskilla Ebenancy Ezeramona Napitupulu, 2024. “Exploring Caring Dynamics in a Private University: Impact on Employee Well-Being at one of the Private University at East Java,” International Journal of Science and Business, IJSAB International, vol. 32(1), pages 34-46.

Hyung-Woo Lee & Dong-Young Rhee, 2021. “Exploring the Factors of Employee Subjective Well-Being in the Midst of Health Threat: An Evidence from the U.S. Federal Government during the COVID-19,” Sustainability, MDPI, vol. 14(1), pages 1-16, December.

Jaroslaw Duda & Sara Drozdzynska, 2024. “Mental Health and Well-Being of IT Workers:Analysis of the ‘Quiet Quitting’ Phenomenon,” European Research Studies Journal, European Research Studies Journal, vol. 0(Special A), pages 927-937.

Rajeev DUTRAJ & Palas R. SENGUPTA, 2024. “Investigation into the Nexus between Workplace Spirituality and Employee Performance in Indian Banks: The Interplay with Mental Health as a Mediating Factor in the Context of West Bengal, India,” Journal of Human Resource Management, Comenius University in Bratislava, Faculty of Management, vol. 27(1), pages 109-127.

Susan der Kinderen & Amber Valk & Svetlana N. Khapova & Maria Tims, 2020. “Facilitating Eudaimonic Well-Being in Mental Health Care Organizations: The Role of Servant Leadership and Workplace Civility Climate,” IJERPH, MDPI, vol. 17(4), pages 1-17, February.