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NEWPORT INTERNATIONAL JOURNAL OF RESEARCH IN
MEDICAL SCIENCES (NIJRMS)

Volume 5 Issue 3 2024

https://doi.org/10.59298/NIJRMS/2024/5.3.8083
Page | 80

Mental Health in the Workplace: Strategies for

Improvement
Alberta Jeanne N.

School of Applied Health Sciences Kampala International University Uganda

ABSTRACT
This paper examines the growing worry about mental health in the workplace, which has been increased
greatly by the COVID-19 pandemic. It investigates the incidence of mental health illnesses, and their
influence on employees and organizations, and emphasizes the significance of treating mental health as a
vital aspect of organizational performance. Legal and ethical considerations are discussed, with an
emphasis on the importance of adhering to mental health policies. Finally, the paper suggests practical
solutions for creating a psychologically healthy workplace, such as leadership initiatives, flexible work
arrangements, and destigmatizing mental health issues in organizational cultures.
Keywords: Mental Health, Workplace Well-being, Employee Productivity, Stress, Burnout, Legal
Compliance.
INTRODUCTION
Workplace mental health is an increasingly important and deepening issue. Approximately 500 million
people currently suffer from a mental health condition. Evidence also indicates that employee well-being
and work culture have become increasingly important for individuals in organizations. As such,
understanding how to improve an individual's psyche within the work environment is paramount. This
paper aims to examine the various reasons mental health matters within the modern-day workplace and
to indicate why and where it is profitable for organizations to tackle the issue. We have put together
various strategies that evidence demonstrates can be effective in dealing with the problem and which
allow for intra-organizational flexibility via the application of diagnostic tools [1, 2]. Mental health is a
real concern among organizations in modern society. This has certainly been exacerbated by the COVID
pandemic, and data indicates that the problem is worsening. Mental health issues are taking their toll on
employers. It is suggested that the cost of mental health problems, including stress, anxiety, and
depression for employees, is between £33 billion and £42 billion a year. Unlike previous centuries, most
individuals do not solely see work as an economic activity. As people engage in building their careers or
working for organizations, whatever those organizations may do, they should provide some form of
benefit or function. The organizational ability to provide purpose, meaning, and function to the semi-
rational and semi-emotional nature of the workforce stimulates the ability to obtain profits. At this
juncture, organizations can either actively engage with ensuring good workplace mental health through
significant and authentic actions or keep paying the high cost associated with omitting this aspect [3, 4].
Understanding Mental Health in The Workplace
Mental health is an essential part of health, stability, and daily functioning. In professional contexts, it
can be defined as a spectrum ranging from good mental health to poor mental health to experiencing
diagnosable mental health conditions. Just as mental health is an essential part of employee well-being, it
is also associated with employees’ and, by extension, organizations’ outcomes, such as attendance and
punctuality, workplace accidents, productivity, job satisfaction and retention, effectiveness, and
innovation. Importantly, mental health conditions and poor mental health manifest in many ways that can
impact work, including increased absences from work, reduced work efficiency, and impaired or poorer
work quality or performance. Myriad mental health and substance use issues affect employees, including
but not limited to stress, burnout, depression, anxiety, and substance use disorders. Specific industries,
such as banking and finance, are becoming synonymous with negative mental health, such that rates of
burnout in banking and finance are as much as four times higher than the average rate in other major
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nations. Despite that, far too many people must endure symptoms alone, without access to appropriate
care, and as a result, more than half of the global workforce report that they have no access to any form of
mental health care. Additionally, mental health interventions are inversely associated with frequent use of
health care. The dense stigma and misconceptions make those suffering more likely to hide symptoms or
avoid seeking help [5, 6].
Prevalence of Mental Health Issues
Mental health disorders are highly prevalent, coming with a high personal and societal cost. Starting at Page | 81
the higher educational level, mental health has been regarded as a significant issue. One in four workers
report fair to poor health. Approximately 18.1% of the population is diagnosed annually with anxiety
disorders; anxiety is one of the most common mental health disorders. Unfortunately, anxiety has
increased in the United States due to the pandemic, as researchers expected. Depression is the leading
cause of disability. In addition, it is associated with a high risk of serious health problems and even
mortality. Approximately 17.3 million adults suffered from depression in 2019, totaling 7.1% during the
year. However, the subsequent year saw an increase to 8.1%. Furthermore, 2020 was more challenging
nationally for people aged 18-49. Nearly half of all adults felt they experienced heightened stress over the
year. This accounts for nearly 1 out of every 56 adults suffering from a form of mental health disorder.
These numbers can be higher for some, specifically young adults and those with children. Mental health
disorders affect every workplace in today's society. The division of creation reports the highest cases of
mental health disorders—up to 650,000 annually. Self-reporting, taking into account stigma, can increase
the numbers. Women traditionally have a higher incidence of anxiety than men. However, in the younger
population category, general anxiety has doubled between 2008 and 2018 for men. The misuse of alcohol
and drugs by employees increases anxiety in the tech sector. Desk workers report the highest stress
levels. Some external factors will naturally exacerbate physiological conditions, such as pandemics or
political unrest. However, we can actively do more to make the workplace more adaptive to the mental
health of employees, and some businesses are embracing these initiatives. We can no longer ignore
mental health in the workplace. We too often witness a laissez-faire approach in reporting when an
employee leaves for medical reasons. Employees in fear of losing their jobs will never speak up, and true
communication could be hindered. Rather, we must focus on the root of the problem. Why do employees
experience high burnout rates? Only when we open a neutral and non-judgmental dialogue about mental
health can we reduce the stigma and improve our employees' well-being, eventually reducing the long-
term toll on their physical and mental health. This is not about the bottom dollar. This is about being
better for those around us [7, 8].
Impact on Individuals and Organizations
When employees struggle with mental health issues, it can have serious implications for their well-being
and ability to perform their job duties. Employees with mental health challenges are often less productive,
take more days off work due to illness, and are more likely to leave the organization. The emotional
burden and psychological fallout for the individual are also troubling. Employees who are unhappy with
their jobs suffer from high levels of stress and may be unresponsive or aggressive, indicating they are not
mentally healthy. They may take out their unhappiness and issues on any available target; anyone who
will listen. This infighting can cause an enormous financial burden on an organization. Employers can
experience lower morale, decreased performance, and often reduced revenue. The financial strain
increases when you consider the impact on employee healthcare, as an unhealthy workplace can cause
otherwise healthy people to seek healthcare providers for psychological or physical treatments [9, 10].
The focus of recent studies and policy-making initiatives has restated the importance of identifying
mentally stressed employees in the general population and actively adopting preventive measures starting
from the workplace. The wrong work environment can hinder the growth, qualification, and
improvement of individuals' mental health, while the direct and intangible consequences of this mental
health status can create a chronic reciprocal link between work and mental health. Therefore, the
chronicity of this topic is tied to the right-to-work regulations and worker satisfaction, defined as job
quality, which refers to the extent to which a person satisfies the variety of needs they attribute to a work
object [11, 12].
Legal and Ethical Considerations
For many organizations, the focus on promoting workplace mental wellness is not only a matter of good
corporate citizenship but also a matter of being in legal and ethical compliance with several statutes,
regulations, and policies that make it illegal to discriminate against individuals with psychiatric
disabilities or conditions. It is illegal to fire, refuse to hire, or provide other preferential treatment to a
person because of a medical condition or disability, including psychiatric and emotional conditions, as
long as the person is "otherwise qualified" to do the job. Office-based clinicians face legal and ethical
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obligations to maintain the confidentiality of personal medical information about an individual unless
required by law to inform others about it. Laws impose liability on healthcare entities and corporations
for breaching such privacy. Similarly, ethical standards of organizations require healthcare systems to
strive to make their systems as supportive as reasonable for individual patients with psychiatric illness,
such as providing physical facilities that promote safety and developing individualized care plans [13,
14]. To decrease the risk of any potential legal liability, it is suggested that an organization develop
policies and procedures, along with appropriate training and education, that comply with existing federal
Page | 82
and state laws surrounding mental health in the workplace. These laws include but are not limited to
regulations and equal employment opportunity legislation. In the creation of such policies, an employer
must take steps to (1) investigate the situation; (2) respect the individual's privacy and autonomy
regarding what and how much information about the condition and accommodations to disclose to
coworkers and supervisors; and (3) timely provision of safety plans and accommodations. Despite several
legislative mandates, legal trends and expert opinions suggest that employers may be in defense against
private claims based on current legislation if they do what is reasonable to stop third parties from placing
an employee at risk of injury. Using "reasonable accommodation" language can remind colleagues and
supervisors that protecting employees from "foreseeable risks" via means such as safety plans that are
appropriate and individually tailored is supported legally. In the corporate environment, it is important to
"walk the walk" to promote trust in physician systems and to allow concerned physicians to feel safe to
disclose mental health issues [15, 16].
Effective Strategies for Promoting Mental Health
Many organizations have designed and implemented a range of strategies to promote mental health in the
workplace. Best practice approaches are the same regardless of the industry and include maintaining an
'open door' environment as well as promoting early help-seeking and offering support. Organizational
improvements regarding mental health are summarized as a series of recommendations to 'Develop a
supportive environment.' Such an environment can be facilitated by actively reducing the stigma
associated with mental health problems [17, 18]. A compassionate, mentally healthy workplace is one
that values well-being, provides meaningful work, recognizes the contribution of all workers, treats all
workers fairly, has a culture that supports sustainable work, and both accommodates and respects
individual differences. Organizations should aim to move from reactive responses to crises to a more
proactive approach to increasing understanding, addressing judgmental attitudes, and providing
supportive practices. Effective practices include an organizational commitment to the well-being of
employees. Often, this involves mental health initiatives such as providing information on mental health,
counseling, resources, or other forms of support. Leadership is key to creating a positive tone for mental
health within an organization. Key strategies include providing flexible work arrangements as well as
promoting work-life balance, as they may protect against the development and severity of mental health
problems [19, 20].
CONCLUSION
Mental health in the workplace is not merely a human resources issue but a critical determinant of
organizational success. As the prevalence of mental health disorders continues to rise, particularly
following the COVID-19 pandemic, the importance of proactive intervention becomes increasingly
evident. Addressing mental health concerns through supportive policies, leadership engagement, and
flexible work practices can not only improve individual well-being but also enhance overall organizational
productivity. By investing in mental health initiatives, organizations can reduce absenteeism, improve
employee retention, and foster a culture of openness, thereby achieving both ethical and economic gains.
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CITE AS: Alberta Jeanne N. (2024). Mental Health in the

Workplace: Strategies for Improvement. NEWPORT
INTERNATIONAL JOURNAL OF RESEARCH IN MEDICAL
SCIENCES, 5(3):80-83.
https://doi.org/10.59298/NIJRMS/2024/5.3.8083