Challenges Related to Mental Health in the Workplace

Dewa, Carolyn S.; Corbière, Marc; Durand, Marie-José; Hensel, Jennifer

doi:10.1007/978-1-4614-4839-6_6

Cited by 7 publications

(5 citation statements)

References 137 publications

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“…The World Health Organization (WHO) predicts that by 2020, major depression will be one of the leading causes of disability, alongside cardiovascular diseases, in the ranking of disability adjusted life years (DALY) calculated for all ages [4]. Currently, between 2 and 7 % of the workforce experiences depression, according to estimates from the US, the Netherlands, Australia and Canada [5][6][7][8][9], and 30-60 % of the societal cost of depression is due to losses related to decreased work productivity [2,10,11]. Returning to work after a depressive episode remains a strenuous experience, which can be facilitated by the involvement of different stakeholders.…”

Section: Introductionmentioning

confidence: 99%

Union Perceptions of Factors Related to the Return to Work of Employees with Depression

et al. 2014

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Section: Introductionmentioning

confidence: 99%

Union Perceptions of Factors Related to the Return to Work of Employees with Depression

et al. 2014

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“…For most people, remunerative employment is a determinant of their self-esteem and social status, and contributes to their material well-being and social participation [ 2 ]. However, it is estimated that, in Canada, over 10 % of the labour force suffers from at least one mental health disorder [ 3 ], which can affect their work participation [ 4 , 5 ] and result in significant costs for society. For example, in Switzerland, it is estimated that workday losses and disability insurance account for 55 % of all costs associated with depression [ 6 ].…”

Section: Introductionmentioning

confidence: 99%

How do general practitioners contribute to preventing long-term work disability of their patients suffering from depressive disorders? A qualitative study

et al. 2016

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BackgroundDepression is a major cause of work absenteeism that general practitioners (GPs) face directly since they are responsible for sickness certification and for supervising the return to work (RTW). These activities give GPs a key role in preventing long-term work disability, yet their practices in this regard remain poorly documented. The objectives of this study were therefore to describe GPs’ practices with people experiencing work disability due to depressive disorders and explore how GPs’ work context may impact on their practices.MethodsWe conducted semi-structured individual interviews with 13 GPs and six mental healthcare professionals in two sub-regions of Quebec. The sub-regions differed in terms of availability of specialized resources offering public mental health services. Data were anonymized and transcribed verbatim. Thematic analysis was performed to identify patterns in the GPs’ practices and highlight impacting factors in their work context.ResultsOur results identified a set of practices common to all the GPs and other practices that differentiated them. Two profiles were defined on the basis of the various practices documented. The first is characterized by the integration of the RTW goal into the treatment goal right from sickness certification and by interventions that include the workplace, albeit indirectly. The second is characterized by a lack of early RTW-oriented action and by interventions that include little workplace involvement. Regardless of the practice profile, actions intended to improve collaboration with key stakeholders remain the exception. However, two characteristics of the work context appear to have an impact: the availability of a dedicated mental health nurse and the regular provision of clinical information by psychotherapists. These conditions are rarely present but tend to make a significant difference for the GPs.ConclusionsOur results highlight the significant role of GPs in the prevention of long-term work disability and their need for support through the organization of mental health services at the primary care level.Electronic supplementary materialThe online version of this article (doi:10.1186/s12875-016-0459-2) contains supplementary material, which is available to authorized users.

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“…According to Nnam (2013), conflict management is a means of curtailing apprehension and the negative influence of conflicts via the application of several measures designed to create awareness as well promoting an understanding of the conflict situation by various parties involved. Dewa, Corbière, Durand and Hensel (2012) asserted that one important task of management is to create an environment in which employees can cooperate with one another to achieve their goals and the organization as a whole. Yet one persistent problem in organizations is that individuals and work group compete for power, position, hence preventing the extent to which their competition could lead to confrontation (Schramm-Nielsen, 2012).…”

Section: Conflict Managementmentioning

confidence: 99%

Conflict Management and Organizational Performance in Nigeria

SALAMI¹,

OSOSUAKPOR²

2022

IJRSS

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This study investigated the relationship between conflict management and organizational performance in Nigeria using the descriptive survey design. The dependent variable is organizational performance (proxied as service quality and productivity) and independent variable is conflict management. Questionnaire was administered to six hundred(600) respondents out of which five hundred and forty-four (544) were fully retrieved and completed. Data obtained were analyzed using both descriptive (mean, minimum and maximum values, standard deviation, and Pearson correlation) and inferential (variance inflation factor and Lawley correlation) statistical tools. Findings of the study revealed that when conflict is adequately managed, it would result to increased organizational performance, particularly in areas of service quality and productivity. On the basis of the findings, it was recommended that management of organizations should strive towards conflict management by ensuring employees have the right skills and are willing to accept authority and clarity of chain of command. More so, management of organization need to ensure elaborate job description and incessant interaction between organizations management and employees in order to promote organizational performance in Nigeria.

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Challenges Related to Mental Health in the Workplace

Cited by 7 publications

References 137 publications

Union Perceptions of Factors Related to the Return to Work of Employees with Depression

Union Perceptions of Factors Related to the Return to Work of Employees with Depression

How do general practitioners contribute to preventing long-term work disability of their patients suffering from depressive disorders? A qualitative study

Conflict Management and Organizational Performance in Nigeria

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