MENTAL HEALTH AND THE WORKPLACE: ARISING MENTAL HEALTH ISSUES IN THE WORKPLACE.

  BY DELVIN OBIERO.

Health Organisation (WHO) defines mental health as a state of mental well-being that enables people to cope with the stresses of life, realising their abilities, learning well, working well, and contributing to their community and economy.  Mental health issues in the workplace have garnered increasing attention as many organisations recognise the impact, they have on employee well-being and productivity. (Chopra, 2009). Mental health is experienced differently from one person to the next, with varying degrees of difficulty and distress, and potentially very different social and clinical outcomes.

Across Kenyan offices there are hundreds of employees with mental illnesses, and few of these employees have adequate psychiatric or psychological support care. Others have unfortunately been laid off work because of being unproductive at work due to mental health issues. According to the American Psychological Association (APA 2013), many are victims of a workplace system not designed to meet their needs due to factors like uncongenial work environment and discord with boss and workmates. Additionally hard economic times, long working hours, high targets, and many family conflicts have pushed many employees to a mental breakdown. This article seeks to explore the arising mental health issues in the workplaces, the causes, and the implications they pose to employees and finally strategies to curb mental health issues in the workplace.

TECHNOSTRESS.

Technostress is defined as the stress experienced by the end users of ICTs. Existing studies have explained the negative impact of technostress on employees’ job satisfaction, productivity, and organizational commitment. Studies have also shown that employees feel exhausted and develop an intention to quit their jobs due to technostress. (Ragu-Nathan et al., 2008). Employees can experience technostress due to various reasons such as information overload, techno- overload which is having to constantly learn and adapt to new technologies or software which creates feelings of frustration and anxiety, especially if employees feel they can't keep up or fear becoming obsolete.

PRESENTEEISM.

presenteeism refers to the phenomenon where employees come to work despite being sick or otherwise impaired, often resulting in reduced productivity and potential negative impacts on their health and well-being. Unlike absenteeism, where employees are absent from work, presenteeism occurs when employees show up but are not fully functioning due to illness, stress, or other reasons. It can be caused by various factors such as fear of falling behind, job insecurity, or pressure from management.

ADJUSTMENT DISORDERS.

Adjustment disorders are excessive reactions to stress that involve negative thoughts, strong emotions, and changes in behaviour. The reaction to a stressful change or event is much more intense than would typically be expected. This can cause a lot of problems in getting along with others. uncongenial work environments can lead to adjustment disorders among employees, as well as discord with boss and workmates, especially to an employee that has been transferred to a new workstation.

BIPOLAR DISORDER.

Bipolar disorder is a mental health condition characterized by extreme mood swings that include emotional highs (mania or hypomania) and lows (depression). These mood swings can affect one's energy levels, activity levels, judgment, behaviour, and ability to think clearly.

Bipolar disorder among the working population can have a significant, negative effect on work relationships, attendance, and functioning, which can lead to substantial costs to employers arising from lost productivity.

PANIC ATTACKS.

The American psychological Association (APA 2013) describes panic attacks as a sudden surge of overwhelming fear that comes without warning and without any obvious reason. Panic attacks are often triggered by stressful situations and the symptoms of usually recede when the stress ends. Common triggers at work include public speaking, conflict, an important meeting, a major transition such as a promotion, a big project, or a work-related social event such as a meeting with a key client.

CAUSES OF EMERGING MENTAL HEALTH DISORDERS IN THE WORKPLACE.

Intensified Work Demands: Increased competition, globalization, and advancements in technology have resulted in heightened work demands, including longer hours, tighter deadlines, and greater performance expectations, contributing to stress and burnout.

Economic Uncertainty: Economic downturns, layoffs, and organizational restructuring can foster a climate of uncertainty and insecurity, exacerbating anxiety and depression among employees worried about job stability and financial security.

Digitalization and Remote Work: The proliferation of remote work arrangements and digital communication platforms has blurred the boundaries between work and personal life, making it challenging for individuals to disconnect and recharge, thus amplifying technostress and burnout.

Social and Cultural Factors: Societal pressures, cultural norms, and stigma surrounding mental health may discourage employees from seeking help or disclosing their struggles, perpetuating a cycle of silence, and exacerbating mental health issues.

Organizational Factors: Toxic work environments characterized by poor leadership, lack of psychological safety, and ineffective conflict resolution mechanisms can contribute to elevated levels of stress, anxiety, and depression among employees.

CONCLUSION.

Employees are not only performers and just there for productivity, instead, they are the architects of the collective future of organisations and the nation. They not only hold the potential to transform organisations either negatively or positively, but to also unlock possibilities that can transform organisations to the next level.

Organisations should embrace initiatives of mental health that foster mental well-being to attract the brightest minds that not only seek professional success, but a nurturing environment that values their mental and environmental well-being. Some strategies that can be implemental towards realising this goal can include:

Implementing open communication to eliminate stigma and create a safe space for employees to share their concern.

Providing resources like access to mental health resources like counselling services or employee assistance programs. These resources offer employees an opportunity to seek counselling services confidentially.

Fostering a supportive atmosphere

Flexible work arrangements like remote work options can significantly reduce stress and improve work-life balance.

REFFERENCES

American Psychiatric association: Diagnostic and Statistical Manual of mental Disorders, Fifth Edition. Arlington VA, American Psychiatric Association (2013).

Chopra, P. Mental Health and the Workplace: Issues for Developing Countries Int J Ment Health Syst 3, 4 (2009).

 https://doi.org/10.1186/1752-4458-3-4

Mahapatra, Monalisa and Pillai, Radhakrishna, "Technostress in organizations: A review of literature"(2018). ResearchPapers.99.https://aisel.aisnet.org/ecis2018_rp/99

Paul Hemp,  Presenteeism: At Work, But Out of it. Havard Business Review. (October 2004)

https://hbr.org/2004/10/presenteeism-at-work-but-out-of-it