Although mental health is a neglected subject, it should be a matter of concern for managers and employers owing to workplace stress in the corporate culture. Unfortunately, this is not the case, and mental health in our corporate sector, especially private organisations, is considered the least important issue; if an issue at all.
According to a recent report, public health experts and intellectuals have pointed out that about 75 per cent of Pakistanis, especially youngsters, experience stress, anxiety or depression.
Any type of stress has adverse consequences on an employee’s mental wellbeing, and there is an increased risk of anxiety, burnout, depression and psychological disorders. Employees who are stressed are more likely to engage in unhealthy behaviours, and workplace stress reduces employees’ productivity, increases absenteeism and number of leaves taken for hospital visits.
This also ultimately results in increase in medical expenses being incurred by the employers. Workplace stress is also linked to high demotivation, leading to a higher turnover rate, which increases administrative costs and may impair the organisation’s reputation in the market.
According to the World Health Organisation (WHO), workplace stress is caused by poor job design, work system, workload, lack of control overwork, poor management, unsatisfactory working conditions and lack of support from colleagues and supervisors.
Other factors include lack of participation, monotonous or unpleasant tasks, role ambiguity or conflict, lack of recognition of hard work, inequity, poor interpersonal relationships, poor working conditions, poor leadership and communication and conflicting home and work demands.
There are two major roles that an organisation must need to perform at the management and employee levels. The organisation must formulate a robust policy, and for that the WHO has suggested guidelines covering key important aspects to tackle this issue in a smooth manner. It is essential to have a clear understanding of the incidence and risk factors associated with workplace stress. A policy should be developed with the primary objective of addressing the consent of all stakeholders, and it must adhere to the organisation’s vision and mission.
For implementing the policies, care should be taken to identify such strategies, targets to be achieved, and timelines that need to be adhered to. The impact of workplace stress on mental health can be shocking. To overcome this critical challenge, organisations must adopt strategies to overcome it at the employee level.
There should be flexible communication, group discussions and a supportive work environment. Also, peer relationships should be promoted. The employees should be encouraged to build relationships with their peers and engage in activities together outside of work.
There should also be regular counselling sessions for employees who should have paid leave for the purpose, and workload should be streamlined. Employees should be encouraged to take timely breaks, and to understand their worth and value. They should be counselled not to indulge in self-deprecation and in maintaining a positive outlook.
Workplace stress is a silent killer and often a neglected aspect that affects employees’ health and productivity. It contributes significantly to a decline in a company’s overall progress. The employers should begin to manage this worrisome concern in order to create a healthier, safer, and more productive work atmos- phere. This will be a win-win situation for both employees and their employers.
BANTI LAL
KARACHI
