Mental Health and Mental Illness in Organizations: A Review, Comparison, and Extension

Rosado-Solomon, Emily; Lee, Wyatt; Koopmann, Jaclyn; Cronin, Matthew A.

doi:10.5465/annals.2021.0211

Cited by 27 publications

(12 citation statements)

References 317 publications

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“…Recent calls by organizational scholars have identified the role of the workplace in affecting, and being affected by, worker mental health (e.g., Gilmer et al, 2023 ; Hammer et al, 2022 ; Kelloway et al, 2023 ; Rosado-Solomon et al, 2023 )—both positively and negatively. Work can serve as a source of physical and psychological risk through unsafe working conditions, interpersonal conflicts, and excessive work hours (e.g., Nied hammer et al, 2021 ; Sawhney et al, 2023 ; Schnall et al, 1994 ).…”

Section: Mental Health and The Role Of Workmentioning

confidence: 99%

“…Furthermore, despite decades of research on workplace hazards relating to psychological health and well-being of workers, organizational scholars argue that there is a dearth of research specifically focused on evidence-based workplace mental health interventions that take organizational-level approaches, as opposed to individual-approaches (Anger et al, 2023; Aust et al, 2023 ; Rosado-Solomon et al, 2023 ). Yet, the recent American Psychological Association.…”

Section: Mental Health and The Role Of Workmentioning

confidence: 99%

“…Evidence-based interventions to reduce or prevent adverse mental health outcomes at work are almost non-existent, and of those that do exist, most are focused on individual-level/tertiary prevention, as opposed to organizational-level/primary prevention strategies (e.g., Anger et al, 2024 ; Aust et al, 2023 ; Edgelow et al, 2022 ; Rosado-Solomon, 2023 ). Even fewer trainings have focused on building manager skills to support employees and only two approaches, to our knowledge, integrate proactive and responsive supportive strategies in such trainings ( Hammer et al, 2023b ; Thomson et al, 2023 ).…”

Section: Supervisor Workplace Mental Health Training Needsmentioning

confidence: 99%

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A Framework for Protecting and Promoting Employee Mental Health through Supervisor Supportive Behaviors

Hammer,

Dimoff,

Mohr

et al. 2024

Occup Health Sci

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The attention to workplace mental health is timely given extreme levels of burnout, anxiety, depression and trauma experienced by workers due to serious extraorganizational stressors – the COVID-19 pandemic, threats to climate change, and extreme social and political unrest. Workplace-based risk factors, such as high stress and low support, are contributing factors to poor mental health and suicidality (Choi, 2018; Milner et al., 2013, 2018), just as low levels of social connectedness and belonging are established risk factors for poor mental health (Joiner et al., 2009), suggesting that social support at work (e.g., from supervisors) may be a key approach to protecting and promoting employee mental health. Social connections provide numerous benefits for health outcomes and are as, or more, important to mortality as other well-known health behaviors such as smoking and alcohol consumption (Holt-Lundstad et al., 2015), and can serve as a resource or buffer against the deleterious effects of stress or strain on psychological health (Cohen & Wills, 1985). This manuscript provides an evidence-based framework for understanding how supervisor supportive behaviors can serve to protect employees against psychosocial workplace risk factors and promote social connection and belongingness protective factors related to employee mental health. We identify six theoretically-based Mental Health Supportive Supervisor Behaviors (MHSSB; i.e., emotional support, practical support, role modeling, reducing stigma, warning sign recognition, warning sign response) that can be enacted and used by supervisors and managers to protect and promote the mental health of employees. A brief overview of mental health, mental disorders, and workplace mental health is provided. This is followed by the theoretical grounding and introduction of MHSSB. Suggestions for future research and practice follow, all with the focus of developing a better understanding of the role of supervisors in protecting and promoting employee mental health in the workplace.

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Section: Mental Health and The Role Of Workmentioning

confidence: 99%

Section: Mental Health and The Role Of Workmentioning

confidence: 99%

Section: Supervisor Workplace Mental Health Training Needsmentioning

confidence: 99%

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A Framework for Protecting and Promoting Employee Mental Health through Supervisor Supportive Behaviors

Hammer,

Dimoff,

Mohr

et al. 2024

Occup Health Sci

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“…Digital health solutions allow people to access their medical information, allow for remote monitoring, and encourage collaborative decision-making with healthcare providers, all promoting patient participation (Cronin et al, 2023).…”

Section: Discussionmentioning

confidence: 99%

Navigating the Future of Healthcare: Divulging the Significance of "Patient as an Organization" in the Digital Health Landscape

Gupta

2024

Preprint

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This article presents the concept of the "Patient as an Organization" paradigm, highlighting its importance in the context of digital health. This notion highlights the need of patient-centered care and the strategic incorporation of digital health technology by likening healthcare systems to dynamic organizations. We explore the ways in which this method promotes creativity, improves patient involvement, and aligns healthcare regulations with the objectives of the company to get better healthcare results. The use of digital health technology is crucial in addressing global health concerns. This article advocates for a change in viewpoint towards seeing the patient as an organization, which encourages a cooperative, thorough, and individualized approach to healthcare.

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“…For example, there is a trend emerging to incorporate anything around leadership to HR, which includes not only development and training, but also the construction of innovative management concepts for organizations (e.g., Davenport 2015;Maheshwari and Yadav 2019;Ulrich and Dulebohn 2015). As a result of an increased awareness of mental health issues (e.g., Rosado-Solomon et al 2023), HR managers have also become concerned with implementing workplace-related interventions to improve employee well-being and to reduce absenteeism (e.g., Qamar et al 2023;Ipsen et al 2020).…”

Section: Introductionmentioning

confidence: 99%

Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research

Negt,

Haunschild

2024

Manag Rev Q

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The call for evidence-based decisions in HR has become a heated debate in recent years. An alleged research-practice gap has been identified by a number of HRM scholars, leading to recommendations for practice. To what extent the assumption of this gap is justified, theoretically or empirically, remains vague, however. Thus, building on a systematic literature search and the formulation of eligibility criteria for articles, we conducted a scoping review of the current research landscape. Our aim was to explore the constituent components, causes and consequences of the gap. Overall, it was found that research activity has so far been heterogeneous, a significant number of articles were conceptually driven, and a large proportion related to knowledge deficits of HR practitioners. A subset of consistent survey-based studies indicated little awareness of empirically supported practices in personnel selection. The qualitative, mixed-method, and content-analysis studies revealed other influences, such as research with limited practical relevance or divergent interests between scholars and practitioners (e.g., employee motivation). Based on the conceptual contributions, three thematic clusters were identified as causes for the gap: (1) communication barriers (e.g., insufficient interfaces), (2) methodological issues (e.g., rigor-relevance tensions), (3) accessibility, visibility, and dissemination of HR research (e.g., oversimplification of practical implications). There was a strong emphasis on presumed causes and their resolution, with less consideration given to the expected consequences of the gap (e.g., poorer organizational outcomes). Despite preliminary empirical indications for the existence of a research-practice gap in particular areas of HRM, many articles tend to focus on overarching recommendations for practice. We conclude that the HRM research-practice gap in itself has not yet been sufficiently empirically investigated. In view of this, we discuss implications and develop an agenda for future research.

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Mental Health and Mental Illness in Organizations: A Review, Comparison, and Extension

Cited by 27 publications

References 317 publications

A Framework for Protecting and Promoting Employee Mental Health through Supervisor Supportive Behaviors

A Framework for Protecting and Promoting Employee Mental Health through Supervisor Supportive Behaviors

Navigating the Future of Healthcare: Divulging the Significance of "Patient as an Organization" in the Digital Health Landscape

Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research

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