CHAPTER 4 - Employee Wellbeing and Mental Health
Across the globe, prioritizing the wellbeing of employees has emerged as an area of responsibility for HRM. The World Health Organization (WHO, 2022) estimates that depression and anxiety cost the global economy $1 trillion annually in lost productivity. Organizations that operate on a progressive basis are developing and offering comprehensive wellbeing programs that address mental health supports, work-life balance, and physical wellbeing (Guest, 2017).
Initiatives to promote workplace wellbeing frequently encounter contradictions. Han and Pang (2023) note that corporate wellness programs are predominately "Band-Aids" that mask toxic cultures. "Wellness washing" is a way to continue exploitative practices while pretending to care. Sometimes, culturally sensitive wellness initiatives that are obligatory spur stress due to the surveilling nature (Cederström and Spicer, 2015). Cultural stigma reduces the capacity for initiatives in a number of Asian, Middle Eastern, and African cultural contexts (Minas and Diatri, 2008). Additionally, initiatives that individualize wellbeing reduce the ability to pay attention to systemic problems that need social-based solutions.
The Hidden Cost of Burnout
Burnout remains one of the most insidious threats to the mental health of employees; recent studies show that a large proportion of workers report symptoms of chronic exhaustion, reduced motivation, and even cognitive weariness.
Burnt-out workers contribute to low productivity, absenteeism, and increased turnover-creating a ripple effect that undermines an organization's stability and morale. By providing support through early-intervention strategies, such as stress-management workshops or mental health check-ins, employers can identify the signs of burnout before it spirals out of control, safeguarding both employee well-being and business performance in the process.
Blurred Boundaries in Remote and Hybrid Work
While remote work allows for flexibility, it also treads the fine line between personal and professional life. According to a recent study, working from home can increase work–family conflict, especially when employees fail to compartmentalize their work responsibilities from their home roles.
Over time, this lack of boundary can lead to overwork, emotional exhaustion, and a weakened sense of belonging. Employers must support their workforce by encouraging clear "off" times, training managers to respect these limits, and promoting a culture where unplugging is not just accepted but encouraged.
The Role of Digital Mental Health Tools
Technology is increasingly supporting workplace mental health. These days, many companies use a digital approach, like mental health apps or virtual counseling services, to offer real-time scalable support. For instance, app-based tools can offer coping strategies, guided mindfulness exercises, or even access to licensed therapists. This not only enables employees to better handle stress and anxiety but also cuts down on stigma, since they can use these tools privately and at their own pace.
Proactive Well-Being Through Early Intervention
A forward-thinking approach toward mental health puts focus and investment into early detection and prevention, rather than pure reaction. Emerging research introduces AI-driven platforms capable of making early identifications of stress through the analysis of language patterns in chat or communication tools. The ability to provide support quickly-whether through chatbots, micro-counseling, or wellness nudges-can minimize the risk of severe mental health crises occurring. This fosters a more sustainable work environment and lets employees know that well-being is ongoing and not merely a one-time thing.
Theory for Employee Wellbeing and Mental Health
Maslow’s Hierarchy of Needs (Maslow, 1943)
It suggests that employees have different levels of needs—physiological, safety, social, esteem, and self-actualization. Organizations that support employee wellbeing address not only basic needs but also psychological and self-fulfillment needs, which improves motivation, engagement, and productivity.
Physiological & Safety Needs -
- Providing health insurance, ergonomic workstations, and safe work environments.
- Offering flexible work arrangements to reduce stress and commute-related fatigue.
Social Needs -
- Encouraging team-building activities, peer support groups, and mentoring programs.
- Organizing employee wellness clubs or mental health awareness campaigns.
Esteem Needs -
- Recognizing employee achievements through awards, appreciation programs, or feedback.
- Promoting career growth opportunities and professional development programs.
Self-Actualization Needs -
- Supporting employees in pursuing personal projects or learning opportunities.
- Encouraging creativity, autonomy, and meaningful work to boost mental wellbeing.
References
- World Health Organization, 2022. WHO guidelines on mental health at work. Geneva: World Health Organization. Available at: https://www.who.int/publications/i/item/9789240053052
- Mattke, S., Liu, H., Caloyeras, J., Huang, C.Y., Van Busum, K.R., Khodyakov, D. & Shier, V., 2013. Workplace wellness programs study: Final report. RAND Health Quarterly, 3(2). Available at: https://pmc.ncbi.nlm.nih.gov/articles/PMC4945172/
- Chisholm, D., Flisher, A.J., Lund, C., Patel, V., Saxena, S., Thornicroft, G. & Tomlinson, M. (Lancet Global Mental Health Group), 2007. Scale up services for mental disorders: a call for action. The Lancet, 370(9594), pp.1241‑52. doi:10.1016/S0140‑6736(07)61242‑2. Available at: https://pubmed.ncbi.nlm.nih.gov/17804059/
- Cederström, C. & Spicer, A., 2015. The Wellness Syndrome. Cambridge: Polity Press. Available at: https://books.google.lk/books?hl=en&lr=&id=JWGRBgAAQBAJ&oi=fnd&pg=PP7&dq=Cederstr%C3%B6m,+C.+and+Spicer,+A.+(2015)+The+wellness+syndrome.+Cambridge:+Polity+Press.&ots=qNblSRFCy4&sig=WCY9p6rV6C_k_hWG65SXidHgZ5s&redir_esc=y#v=onepage&q&f=false
- Patel, V., Araya, R., Chatterjee, S., et al., 2007. Treatment and prevention of mental disorders in low‐income and middle‐income countries. The Lancet, 370(9591), pp.991‑1005. Available at: https://pubmed.ncbi.nlm.nih.gov/18554420/
- Maslow, A.H., 1943. A theory of human motivation. Psychological Review, 50(4), pp.370–396
Nice work
ReplyDeleteThank You.
DeleteThis section highlights that employee wellbeing is critical not just for productivity but for sustainable engagement. It wisely connects Maslow’s Hierarchy to HR practices, showing that supporting needs from basic safety to self-actualization can foster healthier, more motivated, and resilient employees.
ReplyDeleteThank you! I’m glad this resonated with you. Absolutely — addressing employee needs at every level is essential for engagement, motivation, and long-term organizational success.
DeleteFantastic article, Nimesh! You expertly used Maslow’s Hierarchy to show that wellbeing must cover all employee needs, not just basic safety. Crucially, you exposed the danger of 'wellness washing' and the need to address systemic issues rather than just offering 'Band-Aids.' A highly strategic and critically sound piece!
ReplyDeleteThank you for your feedback Lakshika.
DeleteThis is a really thoughtful chapter on employee well being and mental health. I appreciate how you connect Maslow’s Hierarchy of Needs to real HR practices—showing that meeting safety, social, and self-fulfilment needs matters for mental wellness. Your warning about “wellness washing” is powerful: just offering perks doesn’t fix deeper cultural issues. It’s also great you highlighted how cultural stigma can make it hard for programmes to work in different regions. Thanks for writing something that’s both honest and strategic.✌
ReplyDeleteReally important topic! Employee wellbeing and mental health should be a priority for every organization. Your insights on creating supportive work environments are valuable. Great post
ReplyDeleteThis chapter is so caring and human-centered, highlighting the importance of mental health at work in a thoughtful way.
ReplyDeleteSuch an important topic! I really appreciate how you addressed both proactive mental health strategies and systemic wellbeing, not just perks. The connection to Maslow’s theory makes it very practical and relatable
ReplyDeleteThe area you have chosen to write about is highly relevant and important to me, as we occasionally face similar situations. I truly appreciate your insights, and reading your post was both engaging and informative.
ReplyDelete