Improving mental well-being in the workplace

Miller, Doreen M.

doi:10.1093/occmed/47.8.463

Cited by 4 publications

(2 citation statements)

References 2 publications

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“…For those employees who perceive high work pressure, management can provide mental health training programs (e.g. Miller, 1997) to strengthen their mindset and reduce their perceived pressure, consequently enabling their skills at employing positive reinterpretation.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Understanding turnover intention in cross-country business management

Lin

Tsai

Mahatma

2017

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Purpose To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a conceptual model based on the stress theory to explain cross-country differences in the formation of turnover intention, complementing previous literature that mainly emphasizes the effect of monetary compensation on turnover intention without taking into account anxiety and pressure. Design/methodology/approach Empirical testing of this model by investigating personnel across Taiwan’s and Indonesia’s banks confirms the applicability of stress theory in cross-cultural business management. Of the 161 Chinese-language questionnaires distributed to the employees from the three large banks in Taiwan, 137 usable questionnaires were returned for a response rate of 85 percent. At the same time, of the 234 Indonesian-language questionnaires distributed to the employees from the two large banks in Indonesia, 219 usable questionnaires were returned for a response rate of 93.6 percent. Findings This research reveals that mental disengagement fully mediates the indirect relationship between performance-related anxiety and turnover intention, while positive reinterpretation fully mediates the indirect relationship between work pressure and turnover intention. Furthermore, the effects of performance-related anxiety and work pressure on turnover intention are moderated by cross-country differences. Originality/value First, the finding concerning the full mediating role of mental disengagement complements prior justifications of the conservation of resources theory. Second, the finding of this study regarding the full mediating role of positive reinterpretation complements the previous findings of Taylor’s (1983) theory of cognitive adaptation, which conceptualizes employees as active agents in restoring the psychological equilibrium in the aftermath of a competitive pressurized event.

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Section: Managerial Implicationsmentioning

confidence: 99%

Understanding turnover intention in cross-country business management

Lin

Tsai

Mahatma

2017

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“…There is rather scarce empirical evidence that dealing with mental illness is an especially challenging task for OHPs [ 46 ]. The question which organizational factors influence the management of mental ill-health by an OHP in which way and how this complicates the work of an OHP is not yet sufficiently answered.…”

Section: Introductionmentioning

confidence: 99%

Occupational physicians dealing with mental health: between employee and company interests: a qualitative study

et al. 2022

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Background Occupational health physicians are increasingly confronted with mental health issues at their workplace. Facing them, most of them feel insecure and not sufficiently trained. Employee’s mental well-being depends at the same time on individual and significantly on organizational variables. This complicates the physician’s position, since they have to serve many interests. The focus of the present study is to investigate what difficulties occupational health physicians face and how organizational culture and management influence their work. Methods Interviews were conducted with N = 25 physicians as part of a training for basic mental health care. Interviews were interpreted using qualitative content analysis. Results Working with mentally ill employees was difficult for the physicians interviewed. Many felt insecure managing and preventing mental health issues. A need for further education was observed. Environmental factors (organizational culture, management) have a strong impact on the work of an occupational health physician and highlight its systemic dimension. Even though many of our participants report a meanwhile more open attitude towards mental disorders at their workplace, on the level of direct contact to the management prevail descriptions of little acceptance and a high priority of economic outcomes. Conclusions More education on topics of mental health is needed for occupational health physicians. Future trainings should consider the intertwined nature of their work and enable them in dealing consciously with other actors in the company. For enhancing employee’s mental well-being occupational health physicians could be granted a strengthened position in companies or be supported through more exchange with colleagues in other companies.

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Would complementary and alternative medicine be welcomed in the workplace?

Philipp

Thorne

2008

Public Health

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Improving mental well-being in the workplace

Cited by 4 publications

References 2 publications

Understanding turnover intention in cross-country business management

Understanding turnover intention in cross-country business management

Occupational physicians dealing with mental health: between employee and company interests: a qualitative study

Would complementary and alternative medicine be welcomed in the workplace?

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