Arijs, D., & Michiels, A. (2021). Mental health in family businesses and business families: A systematic review. International Journal of Environmental Research and Public Health, 18(5), 2589-2609. Web.
A systematic review provides valuable insights into developing and managing mental health problems for family businesses. Arijs and Michiels (2021) conclude that family businesses are more associated with the development of psychiatric pathology than nonfamily businesses, and they cite the peculiarities of case management in the case of family management as the reason for this. In particular, they point out that “the uniqueness of family businesses… represents a double-edged sword for business families that strive for mental health at individual, family, and business levels” (p. 17).
It also suggests several preventive and reactive measures that can be taken in such companies to reduce the risks of developing mental health problems. The academic value of the article is based on the use of over 51 sources for systematic screening, the use of a large number of digital libraries, and the use of inclusion criteria. The article by Arijs and Michiels (2021) can be used in further work to argue for differences in business structures and the relationship between family and work relationships in the context of mental health.
Attridge, M. (2019). A global perspective on promoting workplace mental health and the role of employee assistance programs. American Journal of Health Promotion, 33(4), 1-12. Web.
The primary focus of this article is to explore patterns of employer concern for employee mental health, decision-making, and interventions to improve well-being in the workplace. Attridge (2019) points out that “the prevalence rates globally reveal that common mental health and substance abuse disorders affect at least 1 in 5 workers, with much more affected depending on which problems are considered” (p. 9). The author reports that employee disadvantage, including occupational stress, negatively affects employee health and decreases work productivity.
To address the problem, Attridge (2019) offers an EAP assistance program that consults with employees and promotes their well-being in the workplace in multiple ways. In doing so, seamless communication and liaison among stakeholders are critical. The value of this article is supported by the analysis of data disseminated globally, supporting the findings with statistical results, and a critical discussion of worldwide resources to support employee mental well-being. The material can be used in future work to strengthen the argument about the responsibility and need for employers to take care of employees’ mental health.
Bhargava, N. (2021). Investing in the mental health of employees – a new business metric [PDF document]. Web.
In this article, Bargavi (2021) discusses the relationship between the work environment, occupational stress, emotional burnout, and impaired mental well-being of employees. The author reports that “when companies… start investing in their mental health, employees feel better, become more productive, reduce absenteeism and feel more gratified at work” (p. 1). In other words, the author emphasizes that it is in the interest of employers and HR professionals to support mental health care measures for employees because the benefits are tangible — such care can be generalized into a new business metric for today’s market.
The article’s value lies in critically discussing research strategies to improve employee well-being. Moreover, Bargavi (2021) explores what adverse outcomes might be inherent in an organization if it refuses to invest in supporting employee mental health. The practical use of this article may stem from the argument that it makes economic sense to invest in employee care because the company may benefit from it.
Foye, U., Simpson, A., & Reynolds, L. (2020). “Somebody else’s business”: the challenge of caring for patients with mental health problems on medical and surgical wards. Journal of Psychiatric and Mental Health Nursing, 27(4), 406-416. Web.
This article discusses the problem of caring for patients with mental health conditions based on building a close emotional connection between clinical staff and the patient. “Complicated” patients, especially those with a history of suicide attempts, can pose additional challenges to the work of caregivers who are regularly under-supported: the outcome of the current system is the development of professional burnout. The authors point out that “there is a need for staff to be supported from the top-down, with management providing clear leadership around issues and pathways for mental health needs, so they know the best way to provide care and encourage collaborative working” (Foye et al., 2020, p. 406). The value of this article is provided by the qualitative approach of obtaining primary data and conducting semi-structured interviews with a large sample, so all conclusions are based primarily on data. This article supports the argument that current and established healthcare systems are imperfect and need to be revised at a fundamental level in protecting the mental well-being of patients and healthcare providers alike.
Housbane, S., Khoubila, A., Ajbal, K., Serhier, Z., Agoub, M., Battas, O., & Othmani, M. B. (2020). Monitoring mental healthcare services using business analytics. Healthcare Informatics Research, 26(2), 146-152. Web.
The authors support the need for mental wellness care and use business analytics models to monitor mental health services in a clinical setting. Housbane et al. (2020) report that “studies of applied descriptive analytics… have shown that it can enable the delivery of timely care and cost-saving by eliminating inefficiencies” (p. 147). Based on business analysis of hospital data, the authors showed that business intelligence models can be applied to examine surface patterns in the data and identify deeper relationships.
In other words, Housbane et al. (2020) prove that business intelligence can optimize an organization’s internal processes, including mental health. The value of this article lies in the application of quantitative statistical analysis and advanced analytics models to the study of data, and, thus, the basis of results on facts, as well as a three-year follow-up period. The article can be used to support the argument that mental health problems can be brought under control with modern technology.
Kearney, J. (2021). Protect your business’s most important asset – your employees. HR Future, 2021(3), 28-29.
Kearney (2021) emphasizes remote working as an expanding and sustainable format of company interaction with employees. The author shows that despite being away from the office, remote workers still face mental wellness issues related to work stress. Among the predictors of such stress, Kearney refers to various formats of communication, whether video calls, deadlines, or virtual collaboration platforms, that is, “tools can exhaust employees” (p. 28).
The author emphasizes that the number of remote employees will grow, so managers should be concerned about their mental well-being because it determines the work productivity and team spirit in collaborative projects. Such concern should be based on empathetic leadership and a humanistic approach. The value of this article is to summarize data from official reports and to consider the context of the pandemic as an influence on employees. The article can support the argument about the expanding role of telecommuting in today’s labor market and the need for companies to adapt to this format, especially in the context of the professional stress that employees may experience due to change.
Kotera, Y., Conway, E., & Van Gordon, W. (2019). The mental health of UK university business students: Relationship with shame, motivation, and self-compassion. Journal of Education for Business, 94(1), 11-20. Web.
This article discusses the stigma of concern for psychological well-being among a sample of British business and social science students. The authors concluded that business students had “low levels of openness and agreeableness, and a high level of extraversion,” which was strongly positively correlated with shame (stigma) regarding young people’s mental well-being. At the same time, the study showed a negative relationship between psychological self-care and shame, meaning that higher levels of mental support minimized stigma factors, including self-stigma.
The authors suggest developing motivation and self-compassion skills to promote psychological health, particularly in students. The value of this paper lies in the quantitative analysis of a large sample of students, the use of multiple tests, and the suggestion of specific and measurable recommendations for stakeholders. The work can be used to support the argument about the importance of vertical responsibility for the mental health care of community members and as a foundation for the development of preventive recommendations for decision-makers in educational institutions.
Mariano, R. A. D. A. (2020). Mental health is everybody´s business: Mental health stigma in the workplace [PDF document]. Web.
In this research paper, Mariano (2020) examines the relationship between mental wellness care in the workplace and the development of stigma. The author states that reducing stigma is paramount in the corporate environment because it negatively affects employees’ desire for self-care and work performance in the long run. Mariano (2020) describes several types of stigmas and shows how each can disrupt mental health. Statistical analysis is used to examine the potential for deconstructing work stigma, which shows that stigma is effectively reduced when the corporate environment is built on a foundation free of preconceived notions of psychological care.
The value of this work lies in the use of quantitative analysis, the development of data-driven findings, and a comprehensive examination of stigma in the workplace. Mariano’s (2020) work can be used in future research to support the argument that managers are responsible for building effective and healthy work environments where employees feel comfortable and free from mental health problems.
Smith, R. (2020). How CEOs can support employee mental health in a crisis [PDF document]. Web.
The article reviews the patterns of support that employers implemented during the COVID-19 pandemic for employees regarding their mental comfort. The author cites surprising statistics: “Nearly 40% of people say their company has not even asked them how they are doing since the pandemic began,” “people are 38% more likely to say their mental health has declined…” and “more than 90% of people said they wanted at least weekly communication from their company” (Smith, 2020, p. 2, p. 4). These results show that employees feel a lack of care from management, leading to stress and a drop in productivity, as the author’s findings suggest.
In sequential order, Smith (2020) offers the reader a series of recommendations and strategies that focus on improving the mental well-being of employees and caring for their mental health. The value of this work is based on using quantitative evidence to conclude, considering the context of the pandemic, and demonstrating the gap between practical results and theoretical expectations. Smith’s (2020) article can be used to support the argument that management’s responsibility to support employees’ mental health is essential.
World Health Organization. (2022). World Mental Health Report: Transforming Mental Health for all [PDF document]. Web.
This is a comprehensive WHO report reviewing the mental health status of people worldwide and including statistical data regarding diseases and pathologies. The World Health Organization (2022) emphasizes that “mental health is critically important for everyone, everywhere” (p. xiv). The WHO cites stigmatization and lack of jobs and resources as significant predictors of low well-being, which make people feel depressed and in a constant state of stress.
In response to this claim, the organization offers an expanded set of recommendations that can be used individually and at the corporate level to improve people’s mental well-being. The report also suggests actions to change mental health policies and reduce stigma. This material’s value lies in the publisher’s credibility, the extensive use of statistical data, and the consideration of the global context, with specialization in specific communities where applicable. This report can be used as a benchmark in describing statistics on mental illness and to support the recommendations developed to improve the mental health of individuals.