Managing mental health problems in the workplace: are small businesses different?

Abstract

PurposeThis study addresses a gap in evidence on small employer experiences of managing mental health problems in the workplace. The authors gathered first-hand experiences of small business managers to empirically investigate how the small business context affects the management and support of mental health problems in the workplace, and the practice implications that arise.Design/methodology/approachQualitative interviews, combining semi-structured and narrative approaches, with 21 small business managers with experience of managing employees with mental health difficulties. The 21 managers recounted a total of 45 employee cases, which were analysed thematically, using a case-based matrix. Study participants were drawn from small businesses within England and Scotland (UK). Interviews were conducted between November 2019 and February 2020.FindingsSupport aligned with current understanding of effective practice, yet was often informal, instinctive and flexible. Accommodating employees with mental health problems impacted the workload of managers and co-workers, and business operation and growth. Challenges and tensions reflected the difficult balancing act faced by managers in organisations of all sizes. However, the intensity and immediacy of cross-pressures was enhanced for small businesses, due to their smaller workforce and lack of dedicated Human Resource Management and occupational health expertise.Practical implicationsGuidance should address the navigation of day-to-day management and support for employees with mental health difficulties, including approaches to balancing the needs of the wider workforce and business operation. Access to HR and occupational health expertise is valuable. Financial subsidies may be of lesser concern to small businesses.Originality/valueThis study offers originality in focusing exclusively on small business managers with first-hand experience of supporting employees with mental health problems. Findings challenge the perception that small firms have unique experiences, whilst highlighting contextual features that exacerbate intensity and immediacy of impacts.

Typology of employers offering line manager training for mental health

“…Uptake is significantly lower in SMEs than large organizations, which is cause for concern as SMEs account for 99.9% of the total business population in the UK [ 22 ] (99% small [0–49 employees], 0.7% medium [50–249 employees], 0.1% large business [>250 employees]). While organizations of all sizes may experience challenges relating to employee well-being, in organizations with a smaller workforce and lack of dedicated Human Resource and Occupational Health Teams, pressures of managing employees with mental health concerns can be amplified [ 23 ]. This is exacerbated by SMEs often taking a ‘reactive’, rather than ‘proactive’ approach to mental health at work [ 24 , 25 ], despite calls to action for SME owners, industry and policy-makers to focus on primary prevention of mental health at work [ 7 , 12 , 13 ].…”

The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness

“…While there are some descriptions of supervisors’ experience with neurodivergent employees (e.g. Irvine and Suter, 2023), there is a particular knowledge gap about the perceptions of co-workers in regard to organizational neurodiversity and the consequences of such perceptions. Human resource management researchers have recognized employee affective commitment as a key linkage between practices and organizational outcomes (Kehoe and Wright, 2013).…”

Mental Health at the Workplace: Rights of Employees

“…This research addresses a significant gap in the existing literature by shifting the focus from conventional psychological perspectives to the legal and human rights dimensions concerning mental health, workplace conditions, and employee rights. While numerous studies have delved into the psychological aspects of these issues, there remains a paucity of research that scrutinises them through the lens of human rights law (Almond et al, 2022;Bryan et al, 2018;Carta et al, 2022;Irvine & Suter, 2023;Nicholson, 2018;Taubman & Parikh, 2023;Van Hees et al, 2022;Villarreal-Zegarra et al, 2022;Zhang & Chen, 2022). By emphasising the rights of employees within the workplace context, this study pioneers a novel approach that seeks to understand and address mental health challenges within organisations from a legal standpoint.…”