NIRMA UNIVERSITY (INSTITUTE OF MANAGEMENT)
BBA-MBA INTEGRATED
YEAR II, SEMESTER IV
ACADEMIC SESSION: 2023-2028
MENTAL HEALTH WRITEUP
SUBMITTED BY:
REET JAIN (23BBA250)
T. RISHANTH REDDY (23BBA251)
SHYAM PATEL (23BBA258)
TANUJ JAIN (23BBA262)
YASH AHUJA (23BBA265)
SUBJECT: ORGANIZATIONAL BEHAVIOUR (OB)
SUBMITTED TO:
PROF. NIDHI BANSAL
INSTITUTE OF MANAGEMENT
NIRMA UNIVERSITY
Introduction
Mental health is a critical part of overall well-being and affects how people think, feel, and
work. In today’s world, workplace mental health has become an important topic, especially
after the COVID-19 pandemic, which increased stress, anxiety, and depression among
employees. The World Health Organization (WHO) estimates that mental health issues are one
of the leading causes of disability worldwide. For businesses, poor mental health can lead to
absenteeism, lower productivity, and higher costs due to long-term disability leaves.
Workplaces have a major role in either supporting or harming mental health. A positive
environment can help employees cope with stress, while a negative one can increase mental
health problems like burnout and anxiety. Many organizations fail to address mental health
properly, often limiting their efforts to providing employee assistance programs, which are
underused. By focusing on prevention, providing resources, and reducing stigma, workplaces
can create an atmosphere where employees feel safe and supported. Addressing mental health
is not just about improving individual lives but also about building stronger and more
successful organizations.
Components of Mental Health Definition
Mental Illness:
Mental illness is defined as "a diagnosable psychological disorder characterized by the
presence of symptoms that significantly affect behavior, mood, thought, and/or cognition."
This covers a wide range of conditions varying in severity and impactr.
Languishing:
Languishing is “the absence of mental health, characterized by emptiness and stagnation,
constituting a life of quiet despair” (Keyes, 2002). It represents the opposite end of the mental
health continuum
Flourishing:
Flourishing is defined as “the presence of mental health, characterized by being filled with
positive emotion and functioning well psychologically and socially” (Keyes, 2002). It
represents one end of the mental health continuum
Mental Health:
Mental health is not merely the absence of illness but exists on a continuum, ranging from
healthy to ill. It can be defined as “a state of well-being in which the individual realizes [their]
own abilities, can cope with the normal stresses of life, can work productively and fruitfully,
and is able to make a contribution to [their] community” (WHO 2016)
Theories Mentioned
1. Stress Paradox
The Stress Paradox concentrates on the conflicting consequences of stress - having positive
and negative effects. Most importantly, it demonstrates the negative impacts on one’s mental
health by listing hindering stressors and positive ones by mentioning challenge stressors that
enable one’s development, strength and performance. It is also essential how the type of stress
is perceived. People may perceive tight deadlines differently - some as motivating while other
may find them anxiety provoking. This theory argues that there is a need to develop a mindset
that seeks stress avenues as the opportunity.
2. Psychologically Healthy Workplace Model
This model focuses on the positive side of work. The aim is to create a mentally healthy
environment for the employees by reducing the factors that cause distress while at the same
time making sure there is sufficient work-life integration, appreciation, career growth, and
safety. Employees are empowered and feel a sense of belonging which increases their well
being. The model also claims that leaders must also act appropriately in order to build a
respectful and fair workplace environment. This model tends to be associated with higher
employee satisfaction rates as well as organizational performance.
3. Three Pillars of Workplace Mental Health
This framework highlights three essential strategies: prevention, intervention, and
accommodation. Prevention is defined as reducing the risks associated with job stressors and
increasing mental health-related resources. Intervention entails teaching managers and
employees to recognize and deal with mental health problems at the outset. Accommodation is
in place such as flexible return-to-work schedules or other plans to assist employees dealing
with mental health issues. Collectively, these pillars are the cornerstones of how mental health
is promoted within the workplace.
Causes of Poor Mental Health
1. High Job Demands: High job demands denote cases where employees are required to
carry out a complex set of activities under time and resource constraints. These
practices culminate in psychosomatic problems and on burnout.
2. Lack of Support: Support from managers and coworkers is of paramount importance
in the life of an employee. An employee lacking any kind of support, encouragement,
appreciation, or recognition, is bound to go through stress and anxiety.
3. Weak Leadership Skills: Work-related mental health can be impacted by leadership
and management style. Non-effective leadership could appear like excessive control,
lack of employee engagement, or poor communication and direction. Employees
provide some of their life frustrations, resentment and sense of powerlessness because
of absent needs management.
4. Attitudes Against Mental Health Issues: Certain workplaces tend to endure
prevailing culture where for example mental health issues are regarded with negative
emotions which impedes employees from asking for help and exposes them to
hardships.
5. Job Insecurity: The term refers to an employee’s self-perceived threat of job loss.
Factors like performance issues, corporation downsizing, and company restructuring
are the cause of this phenomenon. This puts employees’ feelings of livelihood at risk
and leads to anxiety and stress. This can manifest as fear of losing the job, low
motivation, or even diminished control of future, all of which can be extremely
damaging to one's mental health.
Positive Mental Health: Benefits for Employees and Organizations
1. Improved Productivity
When employees are mentally healthy, they perform tasks more efficiently and with greater
creativity. Positive mental health fosters resilience and focus, which are essential for
navigating workplace challenges. Studies demonstrate that workplaces promoting mental
well-being see fewer disruptions and higher innovation.
A research paper on “Developing a mentally healthy workplace” by School of Psychiatry,
University of New South Wales, Sydney, Australia highlighted that mentally healthy
employees contribute up to 31% more productive hours compared to those struggling with
mental health issues.
2. Better Job Retention
Employees in supportive environments are more likely to remain with their organizations.
Positive mental health reduces the likelihood of job dissatisfaction and turnover, saving
companies significant recruitment and training costs.
Countries like Denmark, known for workplace flexibility, exhibit low turnover rates.
Employees who feel valued and balanced in their roles are less likely to seek alternative
employment.
3. Enhanced Collaboration and Teamwork
Positive mental health enables better interpersonal relationships. Employees with sound
mental health communicate effectively, empathize with colleagues, and work cohesively
within teams.
4. Reduced Absenteeism and Presenteeism
Mentally healthy employees take fewer sick days and are less likely to attend work while
unwell. This stability ensures smoother operations and fewer workplace disruptions.
Programs focusing on preventative mental health strategies have led to reductions of up to
45% in absenteeism, as seen in several multinational companies.
Negative Mental Health: Consequences for Employees and Organizations
1. Increased Absenteeism and Presenteeism
Employees struggling with mental health issues are more likely to miss work or
underperform while present. Both scenarios result in financial and operational inefficiencies
for organizations.
A research paper on “Mental Health in the Workplace” by E. Kevin Kelloway found that
employees with untreated mental health conditions were absent for an average of 15-20 days
annually, with presenteeism accounting for 60% of total productivity losses.
2. Productivity Losses
Poor mental health, particularly depression and anxiety, severely hampers productivity.
Employees may experience difficulty concentrating, slowed decision-making, and diminished
output.
The global economic burden of mental health disorders was estimated at $2.5 trillion in 2010,
projected to rise to $6.1 trillion by 2030. Much of this stems from lost productivity,
highlighting the urgency of addressing workplace mental health challenges.
3. Workplace Conflicts and Reduced Morale
Mental health issues can strain relationships between colleagues and managers. Irritability,
withdrawal, or miscommunication often lead to misunderstandings and conflicts.
Research Methods
Surveys and Questionnaires:

Participants self-reported their mental health and workplace performance using
structured forms (e.g., PHQ-9, WPAI).
Administrative Data:

Collected from workplace records, such as sick leaves, disability claims, or
performance reviews.
Regression Analysis:

Statistical models were used to identify relationships between mental health issues
(like anxiety or depression) and workplace outcomes (like absenteeism).
Cross-Sectional and Longitudinal Studies:

Some studies looked at mental health at a single point in time (cross-sectional).
Others tracked changes over months or years to see long-term impacts (longitudinal).
Scales Used for Measuring Mental Health

Patient Health Questionnaire (PHQ-9): A questionnaire that measures depression
severity.

Kessler Psychological Distress Scale (K6): Assesses psychological distress.

General Health Questionnaire (GHQ-12): Measures general mental health and
wellbeing.

Hospital Anxiety and Depression Scale (HADS): Specifically measures anxiety and
depression.

Work Productivity and Activity Impairment Questionnaire (WPAI): Examines
workplace productivity losses, including absenteeism and presenteeism.

Flourishing Scale: Assesses self-perceived success in areas such as relationships, selfesteem, purpose, and optimism, providing a measure of overall well-being.

PERMA-Profiler: Evaluates well-being across five domains: Positive Emotion,
Engagement, Relationships, Meaning, and Accomplishment.
Ways to reduce Workplace Negative Mental Health
1. Prevention
Prevention focuses on reducing job stressors and enhancing resources to maintain mental
health. This can be achieved by redesigning jobs to improve control, feedback, and autonomy,
such as introducing flexible work arrangements like remote work or staggered hours. Creating
a supportive social context is equally vital, with mechanisms like peer mentoring programs and
conflict management workshops fostering better social support. Additionally, leadership
training plays a crucial role in promoting well-being.
2. Intervention
Intervention aims to provide timely resources and support to employees showing signs of
distress. This includes mental health literacy training for both employees and managers, using
programs like Mental Health First Aid or The Working Mind to help them recognize and
address mental health concerns. Empowering employees through resources is also crucial, such
as establishing Employee Assistance Programs (EAPs) that provide confidential counselling
services.
3. Accommodation
Accommodation focuses on helping employees recover and reintegrate into the workplace after
mental health crises. This involves creating personalized return-to-work plans that gradually
increase work hours and responsibilities while incorporating regular check-ins. Providing
flexible accommodations, such as adjusting job roles, workloads, or work locations, supports
recovery—examples include offering standing desks, adjusting deadlines, or permitting remote
work.
References
1. Chopra, P. (2009). Mental health and the workplace: issues for developing countries.
International Journal of Mental Health Systems, 3(1), 4. https://doi.org/10.1186/17524458-3-4
2. Kelloway, E. K., Dimoff, J. K., & Gilbert, S. (2023). Mental Health in the Workplace.
In Annual Review of Organizational Psychology and Organizational Behavior (Vol.
10, Issue 1, pp. 363–387). Annual Reviews. https://doi.org/10.1146/annurevorgpsych-120920-050527
3. LaMontagne, A. D., Martin, A., Page, K. M., Reavley, N. J., Noblet, A. J., Milner, A.
J., Keegel, T., & Smith, P. M. (2014). Workplace mental health: developing an
integrated intervention approach. BMC Psychiatry, 14(1).
https://doi.org/10.1186/1471-244x-14-131
4. de Oliveira, C., Saka, M., Bone, L., & Jacobs, R. (2023). The role of mental health on
workplace productivity: A critical review of the literature. Applied Health Economics
and Health Policy, 21(2), 167–193. https://doi.org/10.1007/s40258-022-00761-w
5. Rosenheck, R. A., Druss, B., Stolar, M., Leslie, D., & Sledge, W. (1999). Effect Of
Declining Mental Health Service Use On Employees Of A Large Corporation:
General health costs and sick days went up when mental health spending was cut back
at one large self-insured company. Health Affairs (Project Hope), 18(5), 193–203.
https://doi.org/10.1377/hlthaff.18.5.193
6. deVries, M. W., & Wilkerson, B. (2003). Stress, work and mental health: a global
perspective. Acta Neuropsychiatrica, 15(1), 44–53. https://doi.org/10.1034/j.16015215.2003.00017.x
7. Mohan, H., & Lone, Z. A. (2022). Incorporating psychological well-being as a policy
in multifaceted corporate culture. SSRN Electronic Journal, 6(3), 9392–9403.
https://doi.org/10.2139/ssrn.4116717
8. Nawata, K. (2024). Evaluation of physical and mental health conditions related to
employees’ absenteeism. Frontiers in Public Health, 11.
https://doi.org/10.3389/fpubh.2023.1326334
9. Gopinath, J. K., & Manuja, P. (2024, September 1). Emotional wellness scale
construction and administration among college and corporate employees. Ebsco.com.
https://openurl.ebsco.com/EPDB%3Agcd%3A5%3A29722949/detailv2?sid=ebsco%3
Aplink%3Ascholar&id=ebsco%3Agcd%3A180068297&crl=c&link_origin=scholar.g
oogle.com
10. Halliday, B., van der Laan, L., & Raineri, A. (2024). Prioritizing Work Health, Safety,
and Wellbeing in Corporate Strategies: An Indicative Framework. Safety, 10(1), 18.
https://doi.org/10.3390/safety10010018
11. Wu, A., Roemer, E. C., Kent, K. B., Ballard, D. W., & Goetzel, R. Z. (2021).
Organizational best practices supporting Mental Health in the workplace. Journal of
Occupational and Environmental Medicine, 63(12), e925–e931.
https://doi.org/10.1097/jom.0000000000002407
12. Yadav, G., Ubaidullah Bokhari, M., Alzahrani, S. I., Alam, S., & Shuaib, M. (2025).
Emotion-aware ensemble learning (EAEL): Revolutionizing mental health diagnosis
of corporate professionals via intelligent integration of multi-modal data sources and
ensemble techniques. IEEE Access: Practical Innovations, Open Solutions, 13,
11494–11516. https://doi.org/10.1109/access.2025.3529032
13. Magomedova, A., & Fatima, G. (2025). Mental health and well-being in the modern
era: A comprehensive review of challenges and interventions. Cureus.
https://doi.org/10.7759/cureus.77683
14. Sohal, A., & Sharma, D. (2025). Exploring workplace mental health among Indian
employees: A systematic literature review and future research agenda. Social Sciences
& Humanities Open, 11(101290), 101290https://doi.org/10.1016/j.ssaho.2025.101290
15. Wen, H., & Gao, Y. (2025). Mental health problems of self-employed workers: A
systematic review of potential moderators. Journal of Evidence-Based Social Work
(2019), 1–27. https://doi.org/10.1080/26408066.2024.2449042
16. Basil Hans, V. (n.d.). India’s human resource management: Obstacles to overcome
and successful business practices. Isarpublisher.com. Retrieved January 27, 2025,
from https://isarpublisher.com/backend/public/assets/articles/1735124368ISARJEBM-2182024--Gallery-Script.pdf
17. Fleming, W. J. (2024). The rise of mental vulnerability at work: A Socio-historical
and cultural analysis. Community Development Journal.
https://doi.org/10.1093/cdj/bsae070
18. Kermott, C. A., Johnson, R. E., Sood, R., Jenkins, S. M., & Sood, A. (2019). Is higher
resilience predictive of lower stress and better mental health among corporate
executives? PloS One, 14(6), e0218092. https://doi.org/10.1371/journal.pone.0218092
19. Mauss, D., Jarczok, M. N., & Fischer, J. E. (2015). A streamlined approach for
assessing the Allostatic Load Index in industrial employees. Stress (Amsterdam,
Netherlands), 18(4), 475–483. https://doi.org/10.3109/10253890.2015.1040987
20. Demerouti, E., & Bakker, A. B. (2023). Job demands-resources theory in times of
crises: New propositions. Organizational Psychology Review, 13(3), 209–236.
https://doi.org/10.1177/20413866221135022
21. Cooper, C. L., & Cartwright, S. (1994). Healthy mind; Healthy organization— A
proactive approach to occupational stress. Human Relations; Studies towards the
Integration of the Social Sciences, 47(4), 455–471.
https://doi.org/10.1177/001872679404700405
22. de Assis Lahoz Trindade, M., & de Lolo, C. E. M. (2020). Corporate mental health
program. In Advances in Intelligent Systems and Computing (pp. 475–480). Springer
International Publishing. https://doi.org/10.1007/978-3-030-51549-2_63
23. Mondal, P., & Mehra, P. (2022). Mental health at corporate workplace, from stigma to
awareness and technological aid – an unchecked crisis. Journal of Positive School
Psychology , 3227–3235.
http://mail.journalppw.com/index.php/jpsp/article/view/3860
24. Young, P., Chow, V., Haslam, C., & Barker, J. (2023). A qualitative study exploring
white-collar employee/manager experiences of mental health and well-being
initiatives in corporate environments. Journal of Occupational and Environmental
Medicine, 65(12), e734–e743. https://doi.org/10.1097/jom.0000000000002969
25. Rudland, J. R., Golding, C., & Wilkinson, T. J. (2020). The stress paradox: how stress
can be good for learning. Medical Education, 54(1), 40–45.
https://doi.org/10.1111/medu.13830