Psychological Health in the Workplace: It's Worth the Extra Effort

One of the most important issues fostering and maintaining psychological health is a sense of control. People who feel that they have control over significant parts of their lives tend to feel less stress and are happier. They tend to be more resilient and affected less by negative life events than those who feel that they have little control. An organization can foster a sense of control in its employees in many ways.

The first is a sense of purpose. Look at a company’s mission statement. Does it include a reference to the importance and value of employees? As one company puts it in its mission statement, they strive to provide an atmosphere of “trust and respect” for employees. An employee who feels valued has a greater sense of control than one who doesn’t.

Does the mission statement represent prosocial goals that the employee can be passionate about? A statement that makes it clear to employees (and the public) that the organizational goals contribute to the greater social good, and are not just about profits, helps employees feel that their role is important and serves a vital function. For example, a manufacturing company certainly wants to sell as much product as it can, but if it also want to make people happy, or as one company puts it, “make raving fans out of customers,” that goal takes on a different meaning.

Second, organizations that encourage employee participation in decision making are obviously fostering a very real sense of control. How free do employees feel to express opinions about how their job is done? Does the company seek to obtain continuous improvement through total employee involvement? One company tries to do just that through Kaizen, a process which originated in Japan, which uses a group of representative employees to analyze and maximize productivity and customer satisfaction.

How many of us would like to evaluate our supervisors? While some companies collect “180-degree” data when they have a problem to solve, other companies routinely ask for such input from employees at annual performance reviews.

One more example of employee participation comes in the form of “FOCAL” (Forum for Opportunity, Communication and Learning) groups, which are designed to facilitate discussion of personal growth and management issues such as conflict resolution, emotional intelligence, diversity and building community. Still another important way for employees to participate is in profitability. Does the company offer stock options or profit sharing plans? Are bonuses clearly tied to employee contributions?

Of course, people need to feel in control of their lives outside of work, too. Therefore, organizations that have policies or procedures that facilitate employee health, family health and work-life balance help restore balance, order and control, instead of creating a situation in which priorities are always in conflict and out of control.

For example, one company offers employees unlimited sick leave. No matter what the length of recovery from an illness or injury, the employee and his or her family need not worry about continuing income and benefits. Another company policy offers unlimited time off with pay to attend school functions for family members. Other health improvements include on-site exercise facilities and subsidies for health club memberships or for the purchase of exercise equipment. How does an on-site wellness facility, including massage, yoga and toning classes sound? Sponsoring other athletic events such as marathons or cross-country ski outings can also improve employee health and fitness.

Convenient access to mental health treatment services such as individual and family counseling, also helps maintain psychological health. Many organizations include employee assistance programs (EAPs) in their benefit plans, and many are quite helpful. However, some offer a minimum of services such as a referral to a mental health professional or three counseling sessions. Also, many plans do not include help in conflict resolution between coworkers or coworker groups. One company deals with this issue by having a full-time psychologist on staff to provide these services as needed.

Companies that invest in the growth and development of their employees foster a sense of purpose, continuity and control in these workers’ lives. While tuition reimbursement for work-related education is common, other services that enhance employee growth and development can include career counseling, executive coaching and diversity training.
The Psychologically Healthy Workplace Award

The Minnesota Psychological Association (MPA) has established the Psychologically Healthy Workplace (PHW) Award to formally recognize organizations that promote the importance of psychological health in the workplace. The award acknowledges the commitment and extra effort required to create a work environment that enhances the psychological well-being of employees. Formed in 1936 for the purpose of advancing psychology as a science, as a profession and as a means of promoting human welfare, MPA represents over 1,000 psychologists throughout the state and is an affiliate of the American Psychological Association.

The award was created to accomplish three things. First, to underscore the importance of the workplace in contributing to positive mental health. Second, to highlight the important connection between employees’ satisfaction and a healthy work environment on the one hand, and employers’ productivity and “bottom line” on the other. Indeed, a growing body of data suggests that organizations whose workers perceive that their employers are concerned about their well-being fare better in recruiting and retaining outstanding employees, and compete better in a tight labor market. And finally, to promote the active exchange of ideas between the business community and practicing psychologists — we have a lot to learn from each other.

Applicants for the award are initially judged based on their written responses, which include descriptions of programs or policies demonstrating their commitment to excellence fostering psychological health. All finalists are then site-visited to further determine the extent to which they truly excel, as well as to assess to what degree employees of all ranks and seniority truly “buy in” to their employer’s vision.

Initiated in 2001, MPA was proud to present three awards at its annual meeting in May. Minnesota Power, headquartered in Duluth, won the award in the large employer (over 1,000 employees) category. Pella Windows and Doors – Twin Cities Branch, located in Plymouth, prevailed in the small to medium employer (under 1,000 employees) category. Finally, Twin Cities Co-op Federal Credit Union achieved victory in the non-profit award category. These companies are exemplary in promoting workplace psychological health. The examples of healthy workplace policies described above, come directly from these outstanding companies.

• addresses issues of employee well-being in its mission statement;

• gives employees a real voice in decision making and problem solving;

• helps employees balance work and personal or family commitments;

• provides training programs that teach job skills, allow for career advancement and prepare employees for leadership roles;

• supports diversity; or

• attends to life issues that affect job performance, such as grief, stress, burn-out, sexual or racial harassment, interpersonal conflict or workplace violence.

Any one of the listed criteria is enough to be eligible.

For further information about the award, please contact the Minnesota Psychological Association at 651-697-0440 or visit its Website at www.mnpsych.org.