CMI 716 Assignment Example
1.1 Discuss the impact of mental health and well-being on organisational performance.
Mental health and well-being have a significant impact on organisational performance (Suff, 2022). Not only do they affect the individual’s performance, but they also have a ripple effect on the entire team and the organisation’s bottom line. There is various impact on economic, corporate social responsibility, and sustainability of mental health and well-being on organisational performance. The benefits include improved organisational performance outcomes, the satisfaction of employees, recruitment and retention, and enhanced reputation.
The economic impact.
According to Thoroughgood, Sawyer, and Webster (2020), organisations can reduce these costs and improve their bottom line by addressing mental health and well-being in the workplace. For example, providing support for employees experiencing mental health problems can reduce the time they need to take off work, reducing the costs associated with staff absence. Additionally, by promoting a mentally healthy workplace, organisations can reduce the risk of litigation and tribunals, which can be costly and damaging to the organisation’s reputation.
Corporate social responsibility and sustainability
Addressing mental health and well-being in the workplace is an economic imperative and a matter of corporate social responsibility and sustainability. Organisations must promote the mental health and well-being of their employees, as this can have a positive impact on society as a whole. By creating a mentally healthy workplace, organisations can contribute to the well-being of their employees, their families, and their communities. This is particularly important given the growing awareness of the impact of mental health problems on individuals, families, and communities. Promoting mental health and well-being in the workplace can contribute to the United Nations Sustainable Development Goals (SDGs) by promoting health and well-being (SDG 3) and reducing inequality (SDG 10) (Salvo et al.,2021)
The Benefits
Improved performance outcomes
Improved mental health and well-being in the workplace can also lead to improved performance outcomes. According to WHO (2022), employees who are mentally healthy and engaged in their work are more productive, have better attendance rates, and are more likely to stay with their employer long-term. By promoting a mentally healthy workplace, organisations can improve their performance outcomes and achieve their business objectives. For example, employees who are mentally healthy are more likely to be innovative, creative, and collaborative, which can lead to improved performance and competitive advantage.
Employee satisfaction
Improved mental health and well-being can lead to increased employee satisfaction. Employees who feel supported and valued by their employer are more likely to be satisfied with their job and their overall experience of working for the organisation ( Leitão, Pereira, and Gonçalves, 2019). This can lead to increased motivation and engagement, as well as reduced staff turnover. Additionally, employees who feel supported by their employer are more likely to speak positively about the organisation, which can have a positive impact on the organisation’s reputation and attract new talent.
Recruitment and retention
Improved mental health and well-being can also lead to improved recruitment employee retention. Rodríguez-Sánchez et al. (2020) state that candidates are increasingly looking for employers who prioritise mental health well-being in the workplace, and organisations that do so are able to attract and retain top talent. This enhances the competitive advantage of an organisation in the labour market, particularly in sectors where talent is scarce. Additionally, by promoting mental health well-being in the workplace, organisations can reduce the costs associated with recruitment and training, as well as the costs associated with staff turnover.
Reputation
Promoting mental health well-being in the workplace can have reputational benefits for the organisation. By prioritising their employees’ mental health and well-being, organisations can build a positive reputation as responsible and caring employers (Pfeffer and Williams, 2020). This can lead to repeat business, increased customer loyalty, and preferred supplier status. Additionally, organisations that promote mental health and well-being are more likely to be recognised as top employers.
1.2 Critically assess the complexities of managing mental health and well-being in an organisational context.
Managing mental health and well-being in an organisational context is a complex process that requires careful consideration of a range of factors. These factors include the knowledging and understanding the mental health and well-being, the competence of an organisation and courage to recognise and discuss mental health and well-being, disclosure and non-disclosure, compliance with legal safeguards, the balance of employee needs with operational needs, safeguarding employees’ rights and responsibilities, prevention of social stigma and negative stereotypes, prioritising on mental health and well-being, awareness of policy, change in culture, and the organisational context.
The knowledge and understanding
One of the main complexities of managing mental health and well-being in an organisational context is the knowledge and understanding of mental health and well-being (Buselli et al., 2021). It is essential for managers to have an understanding of mental health well-being issues such as stress, employee anxiety, and depression, as well as the impact that they can have on an individual’s well-being and performance. This requires training and education to make sure that managers have the necessary knowledge to identify and address these issues.
Another complexity is the competence and confidence to identify and discuss mental health and well-being issues. According to (Simon, Boyd, and Subica 2022), people are always hesitant to disclose their mental health problems due to lack of trust in their manager’s ability to address the issue appropriately. Therefore, managers need to have the skills and confidence to recognise and discuss mental health and well-being issues in a supportive and non-judgmental manner.
Disclosure/non-disclosure
Some employees may be reluctant to disclose their mental health problems due to fear of stigma, discrimination, and negative consequences (Hampson, Watt and Hicks, 2020). This can make it challenging for managers to identify and address mental health and well-being issues, leading to a lack of support for those who need it most.
Compliance with legal safeguards
Employers have a legal responsibility to protect their employees’ mental health and well-being, and failure to do so can result in legal action (Johnson et al., 2020). Managers must ensure compliance with legal safeguards such as the General Data Protection Regulation (GDPR) (2018), the Human Rights Act (1999), and the Equality Act (2010).
Managers must balance their employees’ individual needs with the organisation’s operational needs. This requires careful consideration of the influence of mental health and well-being issues on an individual’s performance and the organisation’s performance.
Safeguarding individuals’ rights and responsibilities
Employers must ensure that they safeguard the rights and responsibilities of their employees while addressing mental health and well-being issues. This requires a fair and equitable approach that considers the individual’s needs and the organisation’s responsibilities.
Preventing social stigma and negative stereotypes
Mental health problems are often stigmatised and stereotyped, which can lead to negative consequences for those who are struggling with mental health issues. Managers must work to prevent social stigma and negative stereotypes by promoting mental health and well-being as a natural part of life and encouraging open and honest conversations about mental health.
Prioritising mental health and well-being
Organisations must make mental health and well-being a strategic priority to ensure that they are providing the necessary support and resources to their employees. This requires a shift in organisational culture and the adoption of policies and procedures that promote mental health and well-being.
1.3
Creating healthy work systems has become a critical concern in modern times, as there is increasing recognition of the importance of employee health and well-being for organisational success. Various contemporary approaches have been developed to foster healthy work systems, which aim to create a supportive work environment for employees to thrive personally and professionally. Among the contemporary approaches for creating healthy work systems include:
Good practice
One contemporary approach is good practice, which many organisations, such as HSBC and CMI, have implemented. According to Saha et al. (2020), adopting ethical, responsible, and sustainable practices that promote a healthy workplace culture is a good practice. The approach involves adopting policies that promote work-life balance, flexible working hours, and employee mental health and well-being support. For example, flexible work arrangements allow employees to have more control over their work schedules and to balance their work and personal responsibilities better. Companies adopting good practices have been shown to lead to better employee engagement, productivity, and reduced absenteeism.
The promotion of fair and decent work
Another approach to creating healthy work systems is the promotion of fairness/work, as proposed by the Taylor review of modern working practices (2017). This approach (Dodd, Hooley and Burke, 2019). It recognises the importance of employee voice and involvement in decision-making processes, which can help to foster a sense of ownership and commitment to the organisation. For example, a company can implement a participatory decision-making process for scheduling shifts and assigning tasks. This would involve workers being consulted and involved in decisions about their schedules and workload rather than simply being told what to do by management. By giving employees a voice in these decisions, they feel valued and respected, leading to greater job satisfaction and lower levels of stress and burnout. Additionally, this approach can lead to more efficient and effective decision-making, as workers who are closest to the work often have valuable insights and ideas that can improve processes and outcomes.
Flexible working and work-life integration
This approach recognises that work is an integral part of life and that employees need to be able to balance their work and personal responsibilities. Organisations that adopt flexible working policies, such as remote working, part-time working, and job sharing, creating a more supportive work environment that allows workers to manage their workloads and personal commitments effectively.
The removal of the structure
This approach was proposed by Ricardo Semler, and it involves empowering employees to make decisions about their work, such as self-determined annual leave, and granting them more autonomy and flexibility in their roles. This approach has been shown to lead to greater job satisfaction, increased engagement, and improved organisational performance. For example, a company could implement a results-only work environment (ROWE), which allows employees to work whenever and wherever they choose as long as they meet their performance goals. This approach removes traditional structures like set work hours and schedules and instead gives employees the autonomy and flexibility to manage their own work and personal lives. By giving employees more control over their work, they can better balance their responsibilities and commitments, leading to less stress and burnout. They can also take advantage of opportunities to rest and recharge, such as taking self-determined annual leave, without worrying about falling behind on work.
Mental Health First Aid
This is a contemporary approach that seeks to provide support for employees who may be experiencing mental health issues. It involves providing designated points of contact within the organisation, such as trained mental health first aiders, who can offer advice and support to employees in need (Costa et al., 2021). This approach helps to create a more supportive work environment, reducing the stigma associated with mental health issues and increasing awareness of the importance of mental health and well-being.
Mental Health First Aid (MHFA) is a contemporary approach that focuses on providing early intervention and support to individuals who are experiencing mental health challenges. It is a proven strategy for promoting mental health and creating healthy work systems. For example, providing designated points of contact within the organisation, such as trained mental health first aiders, who can offer advice and support to employees in need.
In a case where an employee at the workplace is experiencing symptoms of anxiety, such as panic attacks, nervousness, and excessive worry. The employee’s performance is most likely suffering, and they are struggling to cope with their workload. In such a case, a mental health first aider could be the designated point of contact to provide the employee with the support they need.
The mental health first aider must listen to the employee’s concerns and offer non-judgmental support. They should then provide information about mental health and the available resources and services within the organisation, such as employee assistance programs, counselling services, or referrals to a mental health professional. The mental health first aider should also help the employee to develop coping strategies and a plan to manage their symptoms while at work.
The whole organisational
This approach involves adopting a comprehensive approach to employee health and well-being, including awareness days, learning and development programs, meaningful training, exercise and time off programs, management and appraisal, and support networks and grouping. It recognises the importance of taking a holistic approach to employee well-being, putting the focus on physical, mental, and emotional health.
Honest conversations
Honest conversations involve creating a supportive culture where employees can openly discuss their concerns about work-related issues, such as workload, stress, or work-life balance. It can help to identify potential problems early and develop solutions that benefit both employees and the organisation.
Organisational development and design
This approach involves considering the organisational structure, culture, and values when designing work systems. Organisational design can help to create a work environment that supports employee well-being and enables them to work effectively and efficiently.
The architecture and interior design of workspaces
This can also have an impact on employee well-being. A well-designed workspace that incorporates elements such as natural lighting, greenery, and comfortable seating areas can help to create a more pleasant and productive work environment.
2.1
Mental health and well-being are critical components of any organisation, as they have a significant impact on the performance of employees, as well as the overall success of the organisation (Adnan Bataineh, 2019). It is therefore, essential for organisations to have a strategy in place that promotes mental health and well-being among employees. The proposed strategy must be tailored to the needs and objectives of the organisation, considering organisational context, resources, and people.
The first step in developing a mental health and well-being strategy is to align it with the vision, mission, and strategic objectives of an organisation. The strategy should take into account the available resources and the working environment, including the physical working environment, the organisational culture, and the legal framework. The strategy should also be aligned with the organisation’s human resource management and development strategy, as it is essential to ensure that employees are equipped with the right skills, knowledge, and support to promote their mental health and well-being.
Policy development and tailored strategies
According to Stone, Cox, and Gavin (2020), the strategy should include policy development, as well as the selection of strategies tailored to the specific needs of the organisation. For example, the policy should cover issues such as mental health and well-being, recruiting and selecting employees, workplace dignity, and corporate social responsibility and sustainability. Strategies should also be selected to address issues such as access to support groups and creative approaches to workplace pressures, employee anxiety, and workplace depression. The working environment must also be considered, and strategies should be put in place to create a comfortable and conducive working environment that supports the mental health and well-being of employees.
Leadership approaches
Leadership is critical in setting the tone and culture of the organisation, and leaders must demonstrate a commitment to promoting mental health and well-being. The selected leadership approach should be aligned with the values, mission, and objectives of the organisation. Some of the leadership approaches that could be considered include value-driven leadership, leadership styles, authentic leadership, cross-cultural leadership, and transformational leadership.
Data and information management
The collection, analysis, and use of data and information are essential in understanding the needs and challenges of employees concerning mental health and well-being. This information can be used to develop policies and strategies that are more effective and better tailored to the needs of the organisation and its employees.
Fair and decent work practices
The proposed strategy should also promote fair and decent work practices. This includes ensuring that employees are treated with dignity and respect, and have access to equal opportunities for career advancement and personal growth. The strategy should also promote diversity and inclusion in the workplace. This includes creating a safe and inclusive work environment that respects the cultural and social diversity of employees.
Succession and pipeline planning
This involves identifying and developing talent within the organisation to ensure that the next generation of leaders is ready to take up the mantle of promoting mental health and well-being in the workplace. This approach will help to ensure that the organisation remains committed to promoting mental health and well-being in the long term.
2.2
The promotion of a culture of mental health and well-being in an organisation is a critical aspect of creating a positive and healthy work environment. There are various approaches to implementing and sustaining such a culture, and these approaches can have varying degrees of success depending on the specific organisation and its employees.
Education and training
Education and training programs effectively promote awareness and understanding of mental health issues in the workplace (Ungar and Theron, 2020). They help in reducing stigma and discrimination towards individuals with mental health conditions. However, these programs can be time-consuming and costly to implement, and their impact may be limited if they are not followed up with ongoing support and resources.
Promotion of a positive organisational culture that aligns with the organisation’s vision, values and mission
According to Akpa, Asikhia, and Nneji (2021), another approach proposed for the implementation and sustainability of a culture of mental health and well-being is the promotion of a positive organisational culture that aligns with the organisation’s vision, values and mission. This approach acknowledges the role of organisational culture and leadership in shaping individual and team attitudes and behaviours towards mental health and well-being. For example, an organisation can create policies that support mental health and well-being, such as flexible working hours or offering access to mental health resources like counselling or therapy.
To shape the organisational culture, the organisation can utilise the frameworks proposed by Schein and Schein (2017) and Johnson et al. (2011) to assess the current organisational culture and identify areas that need improvement (Zeb et al., 2021). This could involve conducting surveys and focus group discussions on gathering feedback from employees about their experiences with mental health and well-being in the workplace.
It is important to understand the relationships between different professions within the organisation. For example, there may be some professions that are more likely to experience mental health issues due to the nature of their work, such as healthcare workers and emergency responders. The organisation can tailor its mental health and well-being initiatives to meet the specific needs of these professions.
The psychological contract between the organisation and its employees is also important to consider. The organisation must ensure that employees feel valued and supported by providing them with opportunities for professional development, recognition for their contributions, and fair compensation and benefits.
Implementing and sustaining a culture of mental health and well-being through clear lines of governance.
This approach involves developing strategic objectives, action planning, strategies of communication and stakeholder groups. It also involves the gathering, analysis, and benchmarking of data and information such as staff satisfaction, absence, compliments and complaints. While this approach is effective in providing clear guidelines for promoting and sustainability of a culture of mental health and well-being, it may not be sufficient on its own. For example, it may be challenging to ensure that all employees comply with the guidelines, especially if they do not feel supported or if there is a lack of resources to implement them.
Leadership approach.
This approach acknowledges the role of leadership in creating a working environment that promotes mental health and well-being. The leadership style of emotional intelligence can be applied to ensure that leaders are empathetic, self-aware, and able to manage their emotions effectively, creating a positive work environment for employees. Appreciative inquiry can be used to focus on the positive aspects of the workplace, identifying what is working well, and building on those strengths to create a culture of positivity and wellness.
According to Warrick and Gardner (2021), Schein and Schein’s approach to organisational culture and leadership can be used to assess the current culture of the workplace, identify any toxic subcultures, and implement strategies to change them. This approach can be complemented by the competing values framework to ensure that the initiatives implemented align with the values and goals of the organisation. For example, a leader could implement wellness programs that include a weekly yoga class and counselling services. The program could be communicated to employees using a positive approach, highlighting the benefits of the program and how it aligns with the organisation’s values of work-life balance and employee well-being. The leader could also work with a consultant to assess the current culture of the workplace and identify any subcultures that may be contributing to a toxic environment. Strategies could then be implemented to change these subcultures, such as encouraging open communication and addressing any toxic behaviours.
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