Developing an integrated approach to workplace mental health.

Abstract

Mental health problems, both clinical (e.g., major depression, anxiety disorders) and subclinical (e.g., psychological distress), are common in the working population. In a review of its approximately 35 member states, the OECD estimated that similar proportions of working-age populations are affected by clinical mental disorders: Point prevalence estimates are 5% for severe mental disorders and another 15% for moderate mental disorders (OECD, 2012). Among those affected, persons with common mental disorders-depression, simple phobia, and generalized anxiety disorder-have the highest workforce participation rates (Sanderson & Andrews, 2006). In Australia, for example, the 2007 national survey of mental health and well-being estimated that 15% of the working population had a history of major depressive disorder (Cocker, Sanderson, & LaMontagne, 2017). Subclinical mental health problems and generalized distress also are prevalent in the working population.Mental health problems among working people are costly to society at large and to health care systems, employers, and affected individuals and their families. Estimates of economic costs for European Union countries are 3% to 4% of gross domestic product (International Labour Office, 2000; OECD, 2012). An Australian study found the greatest costs of depression among working people were borne by employers; turnover costs figured most prominently (Cocker et al., 2017). Costing studies to date, however, have been limited in their ability to quantify costs to affected individuals and their families, particularly concerning important social costs related to stigma and discrimination. WORKING CONDITIONS AS MODIFIABLE RISK AND PROTECTIVE FACTORSA substantial body of research has demonstrated the links between psychosocial working conditions-or job stressors-and worker health over the past 3 decades. The demand-control model has been particularly influential. It hypothesizes that high job strain, defined by a combination of low control over how the job is done in the face of high job demands, will be harmful to health. Although first demonstrated in relation to cardiovascular disease outcomes, subsequent studies have found that job strain also predicts elevated risks of common mental disorders (Theorell et al., 2015). Numerous other job stressors, either individually or in combination, have also been shown to influence mental health (LaMontagne, Keegel, Louie, & Ostry, 2010). These stressors include job insecurity, bullying and harassment, low social support at work, organizational injustice, and effort-reward imbalance.Unlike many historically prominent occupational exposures (e.g., asbestos) to which only a small proportion of the working population were exposed, all

Job security and the promotion of workers’ wellbeing in the midst of the COVID-19 pandemic: A study with Canadian workers one to two weeks after the initiation of social distancing measures

“…Findings suggest that the considered resilience levers are beneficial in the workplace as they were overall associated with better wellbeing outcomes, consistently with previous literature (Attridge, 2012, Hamouche, 2020, Kouvonen et al, 2006. It is useful to consider these levers on a continuum that straddle the diverse workplace wellbeing interventions approaches (LaMontagne et al, 2014(LaMontagne et al, , 2019, from promotion (social capital increase) and prevention (organizational disaster preparedness), to treatment of wellbeing issues (employee assistance programs). The effects of resilience levers were stronger and more consistent at moderate and high job security levels.…”

Reducing stress and burnout in the public‐sector work environment: A mindfulness meditation pilot study

“…The course was informed by the literature regarding effective workplace health promotion practices and facilitated by a trained meditation teacher (see Box 1). Principal considerations were to accommodate workplace time constraints, so sessions were conducted on site during lunch periods or immediately after business hours.…”

“…Workplaces are increasingly recognised as important settings where mental health should be supported and promoted . However, organisations and employees alike often struggle to achieve these goals …”

An Integrated Approach to Workplace Mental Health: A Scoping Review of Instruments That Can Assist Organizations with Implementation

“…An integrated approach to workplace mental health is a principles-based, evidence informed framework that guides the protection and promotion of worker mental health through three overlapping domains of action (see Figure 1): 'prevent harm' (protecting mental health by reducing work-related risk factors), 'promote the positive (promoting mental health by developing the positive aspects of work as well as worker strengths and positive capacities), and 'respond to problems' (addressing mental health problems mental health by reducing work-related risk factors), 'promote the positive (promoting mental health by developing the positive aspects of work as well as worker strengths and positive capacities), and 'respond to problems' (addressing mental health problems among working people regardless of cause) [6,7]. Interventions, according to an integrated approach, should be directed at both the workplace and the worker, and combine primary, secondary, and tertiary prevention methods to be comprehensive and systems focused [8].…”

“…Systematic reviews of job stress prevention have shown that a systems-level approach is the most effective [9][10][11]. Positive and strength-based approaches that promote worker mental health are expected to complement these efforts, giving rise to additional benefits in work environments with high levels of mental health literacy and workplace support for those experiencing a mental illness [6,7]. However, translating integrated approaches from research to practice is still an emerging area [6,7].…”