Promoting Mental Wellbeing in the Workplace: A British Case Study

Abstract

An action research project addressing workplace stress and mental distress was conducted in a large health trust in the United Kingdom. Meetings with front-line workers and managers focused on identifying stress, and provided individual and collective coping and management strategies. In parallel an anonymous questionnaire was sent to all 1,500 employees to determine sources of stress and mental distress, usefulness of existing organisational responses and additional preferred responses. A realistic strategy document was produced to promote mental well-being in the workplace. Findings highlighted tensions between professional and organisational expectations as the core issues underlying workplace stress, mental distress and mental illness. Loss of job control was the crucial component in moving from manageable to unmanageable stress. Implementing the strategy depends on management's readiness to tackle issues related to culture, and stigma to workers experiencing mental distress and mental ill-health. General issues raised by the study are also discussed.