The 11 Biggest Threats to Workplace Mental Health

Traditionally, business leaders believed that employees are individually responsible for managing their mental health. Of course, they understood employees need mental health benefits, like access to an Employee Assistance Program (EAP) and health insurance. But that said, when it came to the working environment itself, most employers were of the mindset that, “Work is work – it is going to be difficult and demanding. If an employee finds that stressful, it is their responsibility to seek help, not our responsibility to change the workplace to accommodate them.”

With recent cultural shifts around mental health, changes in the labor market, and advancements in organizational psychology research, this view is becoming increasingly outdated. The scientific literature has clearly demonstrated that there are organizational factors that have an impact on employee mental health, and these factors are directly under the control of management (Hesketh & Cooper, 2019).

Unfortunately, many employers create an unnecessarily stressful work environment, then refuse to take responsibility for the very environment they created, insisting instead that employees learn to cope better. Employees have increasingly started to call out this approach to management as both dishonest and irresponsible. In today’s tight labor market, employees are not going to tolerate working for an organization that does not take their well-being seriously.

The good news is that employers also benefit from considering employee mental health in their management practices. As the saying goes, “A happy worker is a productive worker.” Research has shown that employers who attend to their employees’ mental health have an easier time attracting talent and benefit from increased productivity and decreased turnover (Lyra, 2022; National Alliance on Mental Illness, 2015).

Leaders who want to take their business to the next level need to understand the research on workplace mental health – and this understanding starts by studying the concept of a psychosocial hazard. The term “psychosocial hazard” refers to the various social, environmental, and organizational factors that increase the risk that employees will experience stress, anxiety, and other negative mental health outcomes as a direct result of the workplace.

While research has identified a broad array of psychosocial hazards, the World Health Organization (2022) has classified them into 11 broad categories. In this blog post, I will review these categories, explain how each of these hazards can affect employee mental health, and identify strategies employers can use to deal with them.

Poor Work Design

When the tasks employees are engaged in on a day-to-day basis are designed improperly, it can have a negative impact on their mental health. More specifically, work that lacks variety or is perceived as meaningless can lead to employee disengagement and contribute to feelings of boredom, apathy, or depression. Employees need to be presented with well-balanced challenges. It is poor practice to make employees feel like their skills are being under-utilized or to present them with tasks that they feel are completely beyond their skillset. Both circumstances can lead to employees feeling hopeless, demotivated, and anxious.

Anxiety can also arise from jobs where an employee has to deal with constantly changing tasks and expectations. For example, this can happen in maintenance/contracting jobs, where an employee has to respond to whatever requests come in – having no idea in advance how severe the problems are going to be.

Jobs that involve dealing with people can also take a toll, as this can lead to burnout and compassion fatigue. This is commonly seen in customer service and healthcare positions, but it can happen in any position that involves direct interaction with people throughout the day, such as working as a cosmetologist. In today’s economy, where much work is done remotely, having to talk to people all day on video chat can be exhausting. Even simple changes, like allowing employees to turn off their camera during video chat meetings, can help improve mental health (Shockley, et al., 2021)

Solutions

• Provide a clear sense of purpose and connect work tasks to the organization’s mission and values. Encourage employees to understand how their work contributes to the larger picture.
• Set realistic goals that match employee skill sets and provide them with resources and support to meet those goals.
• Try to offer a good balance of tasks that involve working with others and working by oneself to avoid interpersonal burnout.
• Offer as much certainty and predictability about an employee’s day-to-day responsibilities as is reasonably possible.

Overwhelming Workload

Employers need to carefully manage the workload that they assign to employees. When employees feel that they are being asked to do too much or they are constantly working under tight deadlines, they can quickly become frustrated. They are also likely to start putting in minimal effort – potentially even giving up entirely. The general attitude I have witnessed among employees that are overloaded is, “I will never get this done. Even if I try, I will barely make a dent and people will be unhappy with me. Why even bother?”

To be clear, I am not saying that employees should not be challenged. Many employers fear that focusing on workplace mental health will involve reducing workloads and offering more time off – both of which could lead to diminished productivity. Managing workloads effectively does not necessarily mean that you have to decrease output. You can prevent employees from becoming overwhelmed by setting clearer priorities, discouraging multi-tasking at work, having good work/life boundaries (e.g. not asking employees to be available to answer emails 24/7), and leveraging technology to streamline work processes. 

Solutions

• Assist employees in prioritizing. Help them identify the most urgent and time-sensitive tasks, and help them break down large assignments into small, manageable chunks.
• Encourage employees not to multi-task at work. Prioritizing can help with this as well. If employees know exactly what they are expected to do, they are less likely feel pressure to work on two separate tasks simultaneously.
• If a work assignment requires an extended period of focus and concentration, but sure to give employees a break afterward and schedule them to complete other, less demanding tasks so they can recover.
• Ensure that employees have the tools, resources, and support they need to complete their tasks efficiently. This can include training, access to software or equipment, and access to support staff or other resources as needed.
• Foster a culture of teamwork and collaboration, so employees can share the workload and support each other when necessary.
• Make sure workloads are distributed fairly across the team. Avoid overloading certain employees with more work than others, and ensure that workload distribution is balanced based on each employee’s skills and abilities.

Poor Scheduling Practices

Shift-work – particularly shift work that includes swing shifts (i.e. alternating day and night shifts back-to-back) or consists mostly of night shifts –  can be particularly challenging, as it disrupts normal sleep patterns and can lead to feelings of fatigue, irritability, and decreased concentration. Additionally, inflexibility in scheduling, unpredictable hours, and long shifts can create problems, as they make it difficult for employees to maintain work-life balance and can lead to stress and anxiety.

Some workers do not mind long shifts, as they think it is easier to balance their work and personal life if they only have to work 3, 12-hour shifts a week. However, even if workers prefer long shifts, leaders must recognize that this type of shift work can be physically and emotionally exhausting, and may increase the risk of accidents or injuries due to fatigue.

Solutions

• Try to limit swing shifts and night shifts – swing shifts in particular seem to have the worst impact on mental health and should be eliminated if at all possible.
• Create a schedule in advance – at least one or two weeks ahead of time. This will allow employees to plan their personal schedules and avoid confusion.
• Communicate the schedule clearly and in a timely manner to employees. Provide ample notice of any changes and ensure that employees have access to the most up-to-date schedule.
• Take employee preferences into account when creating the schedule. Consider factors such as work-life balance, availability, and personal commitments. Where possible, try to accommodate requests for specific shifts or days off.

Lack of Control

When employees feel like they have little control over their work or work environment, this can lead to feelings of helplessness, resentment, and a sense that they are undervalued. They are likely to feel dissatisfied with the job and begin looking for alternative employment.

Giving employees more control over the way that their work is done can lead to increased job satisfaction, motivation, and discretionary effort. Employees are likely to feel empowered by this approach to management and to take more ownership over their work. This can also lead to higher productivity and better performance, as employees are able to tailor their work to their strengths and preferences.

Giving employees control over their work has many benefits beyond improved mental health. Previous research has shown that when employees are given more say over how their work is done, they experience better physical health and their overall risk of death actually decreases in the long run (Gonzalez-Mule & Cockburn, 2020)

Solutions

• Offer employees the ability to have more control over their work hours, such as flexible schedules, telecommuting, or job sharing.
• Encourage employees to take ownership of their work by providing them with autonomy over their tasks, such as decision-making power, problem-solving, and creative input.
• Provide employees with opportunities to develop new skills, take on new challenges, and explore new roles. This can help them feel more engaged and empowered in their work.
• Collaborate with employees to set individual goals that align with the organization’s objectives.

Poor Work Environment

Asking employees to work in a messy, disorganized, overcrowded, unhygienic, or uncomfortable work environment is a sure-fire way to make them stressed, anxious, and unhappy. Even small changes to the work environment can impact the general mood of one’s workforce. For example, let’s suppose you want to give one of your teams some independent working space, so you let them use the back office. Let’s suppose this office is relatively clean and organized, but it lacks windows and only has florescent lighting – this is not a space that is likely to make employees happy or productive.

The work environment includes not only the space in which employees are located, but also the equipment and their general sense of safety. When employees are not given access to proper equipment or the equipment they have is suboptimal (e.g. out of date, poorly maintained, etc.), this is likely to cause a great deal of unnecessary stress. Employees absolutely have a right to feel safe at work. Regardless of how much they care about the job, if they feel unsafe, they are likely to quit. For example, nurses are often passionate about their careers, but they are regularly assaulted at work – and I know many nurses who decided to leave the profession because they did not feel safe.

Solutions

• Harsh overhead lighting can be uncomfortable and cause eye strain, headaches, and fatigue. Maximize your use of natural light. If natural lighting is not available, use desk lamps, floor lamps, and wall sconces to offer soft, indirect lighting.
• Consider using LED lighting, which can provide a range of color temperatures and is more energy-efficient than traditional lighting. LED lighting can also be dimmed, allowing employees to adjust the lighting to their personal preferences.
• Plants can help purify the air, reduce stress levels, and improve overall well-being. Consider adding plants to the office environment to create a more pleasant and calming atmosphere.
• Provide employees with ergonomic workstations, such as adjustable desks and chairs, to reduce physical strain and discomfort, which can contribute to stress levels.
• Implement strategies to reduce noise levels in the office, such as providing noise-cancelling headphones, using white noise machines, or creating designated quiet spaces.
• For employees who work from home, consider offering a stipend they can use to redecorate their office space so it feels like a calm, peaceful environment.
• Ensure that the office is a safe environment. Ensure all employees have proper safety training, enforce safety rules, provide signs and visual guides that encourage safe behavior, and provide proper security if employees work an environment where they need protection.

Negative Organizational Culture

The general workplace culture needs to be committed to mental health. Many companies assume that this simply entails destigmatizing mental health issues and ensuring that managers are trained to recognize and respond to mental health problems – but the issue is much more complex.

When the organizational cultural is marred by a lack of clear objectives/values, poor communication, and lack of support, employees are likely to feel confused and frustrated. High competition for scarce resources and over-complex bureaucracies can also contribute to a negative work culture, as employees may feel like they are constantly competing against each other and that they are bogged down by unnecessary rules and procedures.

Previous research has shown that when employees perceive their workplace as being unfair and unjust, their health suffers. Different types of unfairness seem to lead to different outcomes. When employees feeling that decisions are made in a biased way that that outcomes are not reflective of performance or contribution, their mental health tends to suffer. When employees feel that organizational processes and procedures are unfair, the negative impact falls more on their physical health (Robbins, Ford, & Tetrick, 2012).

Organizational change can also be a significant source of stress, particularly if employees feel like they have little control over the changes being made or are uncertain about how the changes will impact their job. Leaders must always consider the potential mental health impact of mergers, acquisitions, and any other large-scale change management initiatives.   

Solutions

• Ensure that all policies and procedures are clearly described and communicated to employees. Be sure that this documentation is in the employee manual and that the manual is easily accessible.
• Offer training to managers to promote their communication skills and develop their emotional intelligence. Supplement this with Mental Health First Aid training to help them respond to employee mental health issues.
• Emphasize open communication in the workplace. Encourage feedback, listen to concerns and promote a culture of respect and inclusivity.
• Set an example for employees by ensuring that leaders prioritize their own wellness and creating a healthy work-life balance. Show employees that you value their well-being and encourage them to do the same.
• Be sure to incorporate employee input into any change initiatives. This is particularly important during organizational mergers, as employees often experience a great deal of anxiety and need assurance that their jobs are safe and that they have some degree of control over the merger process.

Interpersonal Problems at Work

Most employers are aware that harassment and bullying have a negative impact on employee mental health. As a result of recent DEI initiatives, many are also becoming aware of the negative impact of microaggressions – subtle, often unintentional forms of discrimination, can contribute to feelings of stress and anxiety among employees. Employers can build on these initiatives to address other subtle interpersonal problems that have a deleterious impact on employee mental health.

Employees who feel socially or physically isolated may feel a sense of loneliness and disconnection from their colleagues, which can contribute to feelings of stress and sadness. While remote work has many advantages when it comes to work/life balance, there is a risk that it can lead to employees being much more isolated and increase their risk for becoming depressed (Mayer, 2023).

Poor relationships with superiors can also be a significant source of stress, particularly if employees feel like they are not being adequately supported or valued by their boss. Indeed, having a bad boss is one of the number one reasons that people choose to leave their job. Relationships with coworkers are also important. Employees do not need to be friends, but they should be civil and respectful toward one another – at a minimum.

Solutions

• Set clear expectations for behavior and communication in the workplace. This can include creating a code of conduct or guidelines for respectful communication.
• Address any instances of incivility or disrespectful behavior immediately. This sends a message that such behavior is not acceptable in the workplace.
• Model the behavior and communication you expect from employees. Treat everyone with respect, listen actively, and practice empathy.
• Provide training on communication and conflict resolution skills.
• Celebrate diversity and promote inclusivity in the workplace. Recognize and value differences among employees and create a culture that respects and appreciates diversity.

Role Ambiguity

Role ambiguity refers to a lack of clarity or understanding about job responsibilities and expectations. When employees experience role ambiguity, they may be unsure about what is expected of them or may feel that their job responsibilities are constantly changing. This can contribute to increased levels of stress and anxiety, as employees may feel like they are not performing their job well or are unsure about how to prioritize their work. Employees who experience role ambiguity sometimes feel like they are constantly struggling to keep up with their workload. Alternatively, they sometimes feel like they have no work to do, which can lead to feelings of boredom and apathy – ultimately leading to disengagement.

Solutions

• Provide clear job descriptions and update that job description as an employee’s role changes.
• Set realistic expectations and over-communicate them so employees know what they are being asked to do.
• Ensure that employees have access to the resources and support they need to do their job effectively.
• Encourage open communication and feedback, so that employees feel comfortable asking questions and seeking clarification about their job responsibilities.

Career Stagnation

Career stagnation refers to a lack of opportunities for professional growth and advancement. When employees experience career stagnation, they may feel like their contributions are going unrecognized and that they have no chances to progress their career. A sense of disappointment and hopelessness is likely to follow, and it is only a matter of time before the employee mentally checks out and starts looking for another job.

While it is clear that under-promotion can cause career stagnation, it is important to recognize that over-promotion carries the same risk. When employees are promoted beyond their skill level or placed in roles that are a poor fit for their skills and interests, they are likely to get overwhelmed, stop thinking about their long-term goals, and begin desperately looking for a way out of their current role.

Careers can stagnate in other ways as well. When employees feel uncertain about their job and experience inadequate pay or lack of wage growth, they are likely to feel demoralized and put in less effort. A recent survey by the American Psychological Association (2022) showed that concern about lack of wage growth is one of the top mental stressors facing the US workforce.

Solutions

• Provide regular opportunities for professional growth and development. These can include training programs, stretch assignments, education stipends, etc.
• Be sure that your promotion procedures encourage employees to attend to their wellness. For instance, be cautious about promoting people who do not regularly take breaks, stay on the job after hours, refuse to use their vacation days, and decline to participate in wellness initiatives.
• Offer compensation that is at least in line with market averages, and provide regular raises so employees’ wages can – at a minimum – keep up with the cost of living.
• Let employees know what criteria you use to make promotion decisions and make the promotion process as transparent as possible.
• Have managers schedule regular one-on-ones with employees to discuss their career goals and aspirations.

Work/Life Balance

Work/life balance refers to the ability of individuals to effectively manage their personal and professional responsibilities. When employees experience work/life balance issues, they may feel like they are constantly juggling conflicting demands from work and home, which can contribute to increased levels of stress and anxiety.

Conflicting demands of work and home, including for persons with caregiving responsibilities (e.g. children, elderly relatives, a family member with a severe chronic illness), can be particularly challenging, as employees may feel like they have to choose between their job and the people they care about the most.

Work/life balance cuts both ways – employees need support both from their manager and from those with whom they share their home. Employees who are not receiving adequate support from their family or who are dealing with their own emotional challenges may find it difficult to effectively manage their work and home responsibilities. For example, there is currently an unprecedented level of mental health issues among adolescents, and I have seen many working parents struggle to maintain their careers while also supporting their teenage children who are experiencing depression and anxiety.

Living at the same site where the work is done or living away from family during work assignments can also contribute to work/life balance issues. Employees who are required to live at the same site where they work may find it difficult to effectively separate their personal and professional lives, which can contribute to feelings of burnout and decreased job satisfaction. Similarly, employees who are required to live away from their family during work assignments may experience feelings of isolation or loneliness, which can negatively impact their mental health.

While working from home has helped with work/life balance for many employees, some have found that it can exacerbate work/life conflict. A person working from home may find it difficult to psychologically separate from work, even when they are not on the clock. Because they are always accessible by phone and email, they may feel pressured to be available 24/7, which increases their risk of experiencing burnout (Sonnentag, Binnewies, & Mojza, 2010).

Solutions

• Create clear, well-articulated policies outlining the flexible work arrangements available to employees (e.g. telecommuting, flexible scheduling, etc.).
• If you offer remote work, make sure that leadership regularly and clearly commits to maintaining these arrangements. Many employees worry that they will be pressured to return to the office at any moment.
• Provide resources and support for employees who are dealing with caregiving responsibilities or other personal challenges, including a quality EAP and health insurance with strong mental health coverage.
• Let your employees disconnect from work. Have a clear after-hours communication policy that prohibits sending emails, texts, and other forms of communication to employees on their off hours unless there is a true emergency.

Citations

American Psychological Association. (2022). Workers appreciate and seek mental health support in the workplace. Retrieved May 4, 2023, from American Psychological Association: https://www.apa.org/pubs/reports/work-well-being/2022-mental-health-support

Gonzalez-Mule, E., & Cockburn, B. S. (2020). This job is (literally) killing me: A moderated-mediated model linking work characteristics to mortality. Journal of Applied Psychology.

Hesketh, I., & Cooper, C. (2019). Wellbeing at work: How to design, implment and evaluate an effective strategy. London: Kogan Page.

Lyra. (2022). 2022 workforce mental health trends forecast. Retrieved 13 2022, June, from Lyra: https://get.lyrahealth.com/rs/359-GQR-502/images/LYRA-2022-Trends-Forecast.pdf?mkt_tok=MzU5LUdRUi01MDIAAAGE6gvv-1YDOI8fGqZDNicjoB8fvtjo_MsS2piKPvo4wCG4KFNjE6wJo_uqe0RZ-uvVQ2EQoQmNZYpHqA_uujlXCIx5XRLDp7NiroVfgrSaCw

Mayer, K. (2023, March 10). A potential downside to remote work? Higher rates of depression. Retrieved May 4, 2023, from Society for Human Resource Management: https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/remote-workers-experiencing-higher-rates-of-depression.aspx#:~:text=Fully%20remote%20(40%20percent)%20and,%2Dbased%20nonprofit%20research%20organization.

National Alliance on Mental Illness. (2015). Bad for business: the business case for overcomign mental health stigma in the workplace. Retrieved June 13, 2022, from National Alliance on Mental Illness of Massachusetts: https://namimass.org/wp-content/uploads/BAD-FOR-BUSINESS.pdf

Robbins, J. M., Ford, M. T., & Tetrick, L. E. (2012). Perceived unfairness and employee health: A meta-analytic integration. Journal of Applied Psychology, 235-272.

Shockley, K. M., Gabriel, A. S., Robertson, D., Rosen, C. C., Chawla, N., Ganster, M. L., et al. (2021). The fatiguing effects of camera use in virtual meetings: A within-person field experiment. Journal of Applied Psychology, 1137-1155.

Sonnentag, S., Binnewies, C., & Mojza, E. J. (2010). Staying well and engaged when demands are high: The role psychological detachment. Journal of Applied Psychology, 965-976.

World Health Organization. (2022). World mental health report: Transforming mental health for all. Retrieved February 16, 2023, from World Health Organization: https://www.who.int/publications-detail-redirect/9789240049338

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