Addressing mental health and organisational performance in tandem: A challenge and an opportunity for bringing together what belongs together

IF 5.6 2区 心理学 Q1 PSYCHOLOGY, APPLIED
Christine Ipsen, M. Karanika-Murray, Giulia Nardelli
{"title":"Addressing mental health and organisational performance in tandem: A challenge and an opportunity for bringing together what belongs together","authors":"Christine Ipsen, M. Karanika-Murray, Giulia Nardelli","doi":"10.1080/02678373.2020.1719555","DOIUrl":null,"url":null,"abstract":"Mental health is the “foundation of wellbeing and effective functioning for both the individual and the community” [read: team or organisation] (WHO, 2005) and is central to human behaviour across all domains, including the workplace. Organisational performance is a compound concept that reflects the function and outputs of an organisation, from its profitability and productivity to its competitive advantage. By definition, an organisation’s output depends on how effectively it functions, including how effectively its people, or human capital, functions (Neely, 2005). This means that mental health and organisational performance are inherently interconnected (Peccei & Van de Voorde, 2016). There is a widespread understanding that “good health is good for business” and that health and wellbeing play a role in both individual performance and broader organisational performance, and vice versa (Guest, 2018; Pfeffer, 2019). We see persuasive calls for research and theory into how wellbeing aligns with organisational performance and for integrating both concerns into human resources management (HRM) practices. However, organisations and managers still tend to think of mental health and organisational performance as disconnected (Van De Voorde, Paauwe, & Van Veldhoven, 2012). While businesses and governments treat organisational performance as an established priority, they give lower priority to mental health and address it in an ad hoc manner (Hasle, Seim, & Refslund, 2019; Jensen, 2000). Overall, theory recognises mental health and organisational performance goals as connected, but practice disjoints them, and businesses and governments tend to prioritise organisational performance at the expense of mental health. This editorial aims to articulate the increasingly relevant issue of the interconnection between mental health and organisational performance, to discuss the possible forces behind it, and to incentivise the reader to explore potential solutions to it. The core proposition of our editorial is that organisations have the power and responsibility to enable inherently healthy workplaces by supporting mental health and organisational performance in tandem, instead of in a disjointed manner. Why mental health and organisational performance are often considered separately. As such, presenteeism includes both the employees’ reaction of going to work sick instead of staying at home to recover and the managers’ actions to balance employees’ mental or physical health with their performance (work tasks, deadlines, demands, et cetera). Regrettably, when mental health is in focus, the tendency is for “band-aid,” individual-focused wellness solutions (exercise, diet, et cetera) rather than for fundamental changes in work conditions such as job design or organisational-level interventions (Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007). For example, sickness presenteeism has been recently described as an individual act that aims to balance the limitations of a health condition against an employee’s performance demands to satisfy that employee’s responsibilities toward both work and health, bringing individual concerns and organisational goals together (Karanika-Murray & Biron, 2019). This results in a lack of practical insight and HR-occupational health dialogue, a weakened","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":5.6000,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1719555","citationCount":"24","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Work and Stress","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1080/02678373.2020.1719555","RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
引用次数: 24

Abstract

Mental health is the “foundation of wellbeing and effective functioning for both the individual and the community” [read: team or organisation] (WHO, 2005) and is central to human behaviour across all domains, including the workplace. Organisational performance is a compound concept that reflects the function and outputs of an organisation, from its profitability and productivity to its competitive advantage. By definition, an organisation’s output depends on how effectively it functions, including how effectively its people, or human capital, functions (Neely, 2005). This means that mental health and organisational performance are inherently interconnected (Peccei & Van de Voorde, 2016). There is a widespread understanding that “good health is good for business” and that health and wellbeing play a role in both individual performance and broader organisational performance, and vice versa (Guest, 2018; Pfeffer, 2019). We see persuasive calls for research and theory into how wellbeing aligns with organisational performance and for integrating both concerns into human resources management (HRM) practices. However, organisations and managers still tend to think of mental health and organisational performance as disconnected (Van De Voorde, Paauwe, & Van Veldhoven, 2012). While businesses and governments treat organisational performance as an established priority, they give lower priority to mental health and address it in an ad hoc manner (Hasle, Seim, & Refslund, 2019; Jensen, 2000). Overall, theory recognises mental health and organisational performance goals as connected, but practice disjoints them, and businesses and governments tend to prioritise organisational performance at the expense of mental health. This editorial aims to articulate the increasingly relevant issue of the interconnection between mental health and organisational performance, to discuss the possible forces behind it, and to incentivise the reader to explore potential solutions to it. The core proposition of our editorial is that organisations have the power and responsibility to enable inherently healthy workplaces by supporting mental health and organisational performance in tandem, instead of in a disjointed manner. Why mental health and organisational performance are often considered separately. As such, presenteeism includes both the employees’ reaction of going to work sick instead of staying at home to recover and the managers’ actions to balance employees’ mental or physical health with their performance (work tasks, deadlines, demands, et cetera). Regrettably, when mental health is in focus, the tendency is for “band-aid,” individual-focused wellness solutions (exercise, diet, et cetera) rather than for fundamental changes in work conditions such as job design or organisational-level interventions (Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007). For example, sickness presenteeism has been recently described as an individual act that aims to balance the limitations of a health condition against an employee’s performance demands to satisfy that employee’s responsibilities toward both work and health, bringing individual concerns and organisational goals together (Karanika-Murray & Biron, 2019). This results in a lack of practical insight and HR-occupational health dialogue, a weakened
同时应对心理健康和组织绩效:将本应团结在一起的东西结合在一起的挑战和机会
心理健康是“个人和社区幸福和有效运作的基础”[阅读:团队或组织](世卫组织,2005年),是包括工作场所在内的所有领域人类行为的核心。组织绩效是一个复合概念,反映了一个组织的功能和产出,从盈利能力和生产力到竞争优势。根据定义,组织的产出取决于其运作的有效性,包括其人员或人力资本运作的有效性(Neely, 2005)。这意味着心理健康和组织绩效内在地相互关联(Peccei & Van de Voorde, 2016)。人们普遍认为,“良好的健康对企业有利”,健康和福祉在个人绩效和更广泛的组织绩效中都发挥着作用,反之亦然(Guest, 2018;菲,2019)。我们看到有说服力的呼吁,要求对幸福感与组织绩效之间的关系进行研究和建立理论,并将这两个问题整合到人力资源管理(HRM)实践中。然而,组织和管理者仍然倾向于认为心理健康和组织绩效是不相关的(Van De Voorde, Paauwe, & Van Veldhoven, 2012)。虽然企业和政府将组织绩效视为既定的优先事项,但他们对心理健康的重视程度较低,并以一种临时的方式解决心理健康问题(Hasle, Seim, & Refslund, 2019;詹森,2000)。总的来说,理论承认心理健康和组织绩效目标是有联系的,但实践将它们分开了,企业和政府倾向于以牺牲心理健康为代价优先考虑组织绩效。这篇社论的目的是阐明心理健康和组织绩效之间的相互联系这一日益相关的问题,讨论其背后可能的力量,并激励读者探索潜在的解决方案。我们社论的核心主张是,组织有权力和责任通过支持心理健康和组织绩效相结合,而不是以一种脱节的方式,来实现内在健康的工作场所。为什么心理健康和组织绩效经常被分开考虑。因此,出勤主义既包括员工带病上班而不是在家休养的反应,也包括管理者平衡员工精神或身体健康与绩效(工作任务、截止日期、需求等)的行动。遗憾的是,当关注心理健康时,倾向于“创可贴”,以个人为中心的健康解决方案(锻炼,饮食等),而不是工作条件的根本改变,如工作设计或组织层面的干预(Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007)。例如,病假出勤最近被描述为一种个人行为,旨在平衡健康状况的局限性与员工的绩效要求,以满足员工对工作和健康的责任,将个人关注和组织目标结合在一起(Karanika-Murray & Biron, 2019)。这导致缺乏实际的洞察力和人力资源-职业健康对话,一个削弱
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
Work and Stress
Work and Stress PSYCHOLOGY, APPLIED-
CiteScore
11.70
自引率
3.30%
发文量
21
期刊介绍: Work & Stress is an international, multidisciplinary quarterly presenting high-quality papers concerned with the psychological, social and organizational aspects of occupational health and well-being, and stress and safety management. It is published in association with the European Academy of Occupational Health Psychology. The journal publishes empirical reports, scholarly reviews and theoretical papers. It is directed at occupational health psychologists, work and organizational psychologists, those involved with organizational development, and all concerned with the interplay of work, health and organisations. Research published in Work & Stress relates psychologically salient features of the work environment to their psychological, behavioural and health consequences, focusing on the underlying psychological processes. The journal has become a natural home for research on the work-family interface, social relations at work (including topics such as bullying and conflict at work, leadership and organizational support), workplace interventions and reorganizations, and dimensions and outcomes of worker stress and well-being. Such dimensions and outcomes, both positive and negative, include stress, burnout, sickness absence, work motivation, work engagement and work performance. Of course, submissions addressing other topics in occupational health psychology are also welcomed.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信