{"id":68614,"date":"2023-06-15T00:06:19","date_gmt":"2023-06-15T04:06:19","guid":{"rendered":"https:\/\/world.edu\/?p=68614"},"modified":"2023-06-15T00:06:19","modified_gmt":"2023-06-15T04:06:19","slug":"adjusting-jobs-to-protect-workers-mental-health-is-both-easier-and-harder-than-you-might-think","status":"publish","type":"post","link":"https:\/\/world.edu\/adjusting-jobs-to-protect-workers-mental-health-is-both-easier-and-harder-than-you-might-think\/","title":{"rendered":"Adjusting jobs to protect workers\u2019 mental health is both easier and harder than you might think"},"content":{"rendered":"

\"\"<\/p>\n

U.S. employees are increasingly\u00a0struggling with mental health challenges<\/a>\u00a0tied to their jobs, such as depression, anxiety and\u00a0burnout<\/a>.<\/p>\n

We\u2019re professors<\/a>\u00a0who research how employees interact<\/a>\u00a0and\u00a0workplace well-being<\/a>. After noticing that research on mental health and work had not kept up with the increasing prevalence of mental health challenges, we reviewed existing findings on mental health and work to see how scholars can best investigate these issues going forward.<\/p>\n

We found that employers could greatly reduce the causes of many of their employees\u2019 mental health challenges through basic human resources approaches, such as taking tasks away from someone who is perpetually swamped or providing more job flexibility. But those fixes, as we explained in the journal\u00a0Academy of Management Annals<\/a>, would require work-related changes employers rarely make or authorize.<\/p>\n

We analyzed the findings from 556 articles by researchers on this topic and observed that helping individual employees cope after their problems emerge is far more common than taking steps to preemptively fix problems that are contributing to workers\u2019 conditions.<\/p>\n

Culture and job design<\/strong><\/h3>\n

When you think about jobs that can take a toll on mental health, some very demanding and stressful professions may come to mind.\u00a0Doctors, nurses<\/a>,\u00a0soldiers<\/a>\u00a0and\u00a0first responders<\/a>, for example, often do suffer due to their\u00a0regular contact with illness and death<\/a>\u00a0on the job.<\/p>\n

Yet, we found that the tasks employees perform are often not what leads to their mental health degradation. Instead, an employer\u2019s culture and the way its jobs are designed play big roles.<\/p>\n

This pattern can explain why poor mental health manifests in all lines of work, not just emotionally demanding jobs. The Centers for Disease Control and Prevention has found, for instance, that\u00a0suicide rates<\/a>\u00a0for farmworkers, truckers and warehouse workers are among the nation\u2019s highest.<\/p>\n

An employer\u2019s culture lays the groundwork for the quality of social interactions among its employees \u2013 and, depending on the profession, with clients, students or the public.<\/p>\n

The way people deal with one another can prove important. For instance, employees who endure\u00a0workplace bullying<\/a>\u00a0and\u00a0don\u2019t have a supportive boss or colleagues that they can talk to<\/a>\u00a0are more likely to have poor mental health.<\/p>\n

The way that a job is designed can cause stress, anxiety and feelings of mental and emotional exhaustion.\u00a0Not having the authority to make decisions<\/a>,\u00a0lacking clarity about responsibilities<\/a>\u00a0and facing obligations that\u00a0regularly conflict with personal obligations<\/a>, infringing upon personal and family time, can all increase the risk of mental health problems.<\/p>\n

Workplace culture and job design also matter for people doing inherently traumatic jobs.<\/p>\n

A review of 61 studies of\u00a0humanitarian aid workers\u2019 mental health<\/a>\u00a0made clear that poor leadership and insufficient support for workers caused disproportionate damage to their mental health. These factors were separate from the trauma they regularly witnessed and experienced in the aftermath of disasters.<\/p>\n

This body of research indicates that all employers can reduce work-related mental health risks by scrutinizing how jobs are designed and determining whether any positions should be reconfigured for the sake of their employees\u2019 mental health.<\/p>\n

Mental health benefits<\/strong><\/h3>\n

Employers have a choice. They can take steps to prevent mental health damage before it occurs, or they can deal with its aftermath. Both are important, but according to the body of research we\u2019ve reviewed, the latter is far more common.<\/p>\n

People with\u00a0chronic mental illnesses can thrive<\/a>\u00a0at work in the right conditions. And most U.S. employers today do provide\u00a0access to mental health benefits<\/a>, partly due to the Affordable Care Act. The ACA, which Congress passed in 2010, requires insurance companies to treat mental health care the same way they treat physical health care when offering coverage.<\/p>\n

About\u00a078% of U.S. employers provide mental health benefits<\/a>, including employee assistance programs, and work benefits that provide individual mental health, financial and legal support. Such measures are useful, but only after the harm has taken place. These benefits generally do nothing about psychological hazards tied to work and preventing work-related harm.<\/p>\n

Further, many employees who need help\u00a0don\u2019t take advantage of these programs<\/a>.<\/p>\n

4 steps to reduce the toll work takes on mental health<\/strong><\/h3>\n

Here are four steps employers can take to address the causes of poor mental health:<\/p>\n

    \n
  1. Revise job descriptions<\/strong>. Employers should eliminate ambiguity, wherever that\u2019s possible, about core duties and responsibilities. They should communicate with employees to ensure they understand why their jobs might require flexibility and adaptation. In times when workloads get unavoidably large, such as what happens at accounting firms in the weeks before Tax Day, employers should strive to balance long shifts with opportunities for employees to rest and recharge.<\/li>\n
  2. Proactively train staff on the positive behaviors expected of them<\/strong>. Just as employers strategically plan which job-related skills are important, they can also strategically identify what interpersonal skills are important and value these like technical capabilities with hiring and promotions. If employees engage in bullying behavior, employers can retrain, reassign or fire them accordingly.<\/li>\n
  3. Help employees build resilience<\/strong>.\u00a0Research on police officers<\/a>\u00a0suggests that when they get resilience-building training before experiencing trauma on the job, it can reduce the risk of developing post-traumatic stress disorder. Similar types of resilience training could also help in less inherently traumatic lines of work.<\/li>\n
  4. Don\u2019t assume that employees will speak up<\/strong>. Only\u00a065% of employees with mental health challenges<\/a>\u00a0say that they would tell a co-worker, manager or human resources representative about those problems. They may\u00a0conceal the severity<\/a>\u00a0of these issues even if they do talk about them, due to the stigma associated with mental health problems. Proactively addressing the causes of poor mental health for everyone is key, because there\u2019s no way for employers to know the extent of these problems.<\/li>\n<\/ol>\n

    Spotting hazards<\/strong><\/h3>\n

    Spotting physical hazards on the job is easier than identifying psychological hazards. Yet that doesn\u2019t mean the psychological hazards are less dangerous or can\u2019t be addressed.<\/p>\n

    Requiring hard hats, posting warnings<\/a>\u00a0and\u00a0mandating safe work habits have reduced accidents<\/a>\u00a0in factories, on construction sites and at other workplaces. Likewise,\u00a0researchers have found that redesigning jobs<\/a>\u00a0and adopting better workplace cultures can go a long way toward improving mental health.<\/p>\n

    Author Bios:<\/strong> Emily Rosado-Solomon is Assistant Professor of Management at Babson College, Jaclyn Koopmann is Associate Professor of Management and Entrepreneurship at Auburn University and Matthew A. Cronin is Professor of Management at George Mason University<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

    U.S. employees are increasingly\u00a0struggling with mental health challenges\u00a0tied to their jobs, such as depression, anxiety and\u00a0burnout. We\u2019re professors\u00a0who research how employees interact\u00a0and\u00a0workplace well-being. After noticing that research on mental health and work had not kept up with the increasing prevalence of mental health challenges, we reviewed existing findings on mental health and work to see […]\n… learn more→<\/a><\/p>","protected":false},"author":33,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[109017],"tags":[434484],"coauthors":[11733],"class_list":["post-68614","post","type-post","status-publish","format-standard","hentry","category-health-care","tag-job-adjustments"],"acf":[],"yoast_head":"\nAdjusting jobs to protect workers\u2019 mental health is both easier and harder than you might think - World leading higher education information and services<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/world.edu\/adjusting-jobs-to-protect-workers-mental-health-is-both-easier-and-harder-than-you-might-think\/\" class=\"yoast-seo-meta-tag\" \/>\n<meta property=\"og:locale\" content=\"en_US\" class=\"yoast-seo-meta-tag\" \/>\n<meta property=\"og:type\" content=\"article\" class=\"yoast-seo-meta-tag\" \/>\n<meta property=\"og:title\" content=\"Adjusting jobs to protect workers\u2019 mental health is both easier and harder than you might think - World leading higher education information and services\" class=\"yoast-seo-meta-tag\" \/>\n<meta property=\"og:description\" content=\"U.S. employees are increasingly\u00a0struggling with mental health challenges\u00a0tied to their jobs, such as depression, anxiety and\u00a0burnout. 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