Depressed Employees Research Articles

Work Balance in the Phase of a Depressed Economy and Employees Job Satisfaction in Selected Organizations in Rivers State

This study examined the relationship between work balance in the phase of a depressed economy and employee’s job satisfaction in selected organizations in rivers state, Nigeria. The research aim to determine the extent to which strategies to maintain work balance impact job satisfaction in the face of economic challenges. The study employed a correlational research design to explore this relationship, focusing on organizations in Rivers State. The population of the study consists of employees in selected organizations, with a sample size of 76 employees determined through a stratified random sampling technique. Data is collected using a self-structured questionnaire titled: Work Balance in a Depressed Economy Questionnaire (WBDEQ) and Employees’ Job Satisfaction Questionnaire (EJSQ). The questionnaire distribution and collection to selected employees took place over a period of four months ranging from October 2023 to February 2024. Participants were assured of the confidentiality of their responses and their right to withdraw from the study at any time. During this period, the 76 copies of the instrument were distributed, only 69 were returned. Of these, 4 were not correctly filled out, leaving the researcher with only 65 valid copies that were used for data analysis. To ensure content validity, a pilot study was conducted with a subset of participants to test the validity and reliability of the questionnaire to make necessary adjustments. Thereafter, a reliability index of .87 was calculated using Cronbach Alpha method based on the outcomes of this analysis. Descriptive statistics, such as mean and standard deviation, was used to answer the research questions, while inferential statistics, such as Pearson's Product-Moment Correlation (PPMC), was utilized to test hypotheses at a significance level of 0.05. The statistical analysis was conducted using SPSS version 23.0 software. The findings revealed a significant positive relationship between strategies to maintain work balance in a depressed economy and employees' job satisfaction. This suggested that organizations implementing effective strategies to address work balance in challenging economic times are likely to experience higher levels of job satisfaction among their employees. The study concluded that by addressing work balance issues, organizations can improve employee job satisfaction, leading to increased productivity and a more positive organizational culture. Recommendations are made for organizations in Rivers State to focus on developing and implementing strategies that support work balance to improve overall employee job satisfaction.

The effect of STARA awareness on hotel employees' turnover intention and work engagement: the mediating role of perceived organisational support

PurposeThe proliferation of Smart Technologies, Artificial Intelligence, Robotics, and Algorithms (STARA) in the tourism and hospitality (T&H) industry has been shown to trigger negative employee behaviour associated with awareness of these technologies. This study expands the existing literature on technology and organisational behaviour from the perspective of hospitality employees based on a dual appraisal of STARA awareness.Design/methodology/approachThe sample included 324 Turkish hotel employees, and the analysis was conducted through partial least squares structural equation modelling (PLS-SEM).FindingsResults revealed the negative impact of STARA awareness on job outcomes among hotel employees. STARA awareness negatively affected the psychological relationship between individuals and organisations. Despite these findings, when perceived as a companion that could support employees' career development, STARA technologies increased employees’ work engagement.Practical implicationsOrganisational support plays a critical role in decreasing employees’ fear of technological unemployment. Hotel managers can increase employees' commitment to the organisation by helping them feel valued and supported. However, the support they give to employees will not always work. While more optimistic employees are warmer toward the organisation, depressed employees may not recognise the value the organisation gives them. Hence, managers should strive to offer personalised assistance that addresses the distinct requirements and worries of individual employees.Originality/valueThe research provides a two-sided assessment, extending the one-sided negative perceptions of employees towards STARA technologies. The research is grounded in the Transactional Stress Theory and provides significant implications for the Job Demands-Resources Theory, Person-Organisation Fit Theory, and Self-Determination Theory.

The Relationship between Major Depression and Perceptions of Organizational Justice

The aim of the study is to examine the idea that depressed and non-depressed employees hold different perceptions regarding the justice of their organizations, and that depressed employees are more sensitive to unfairness than fairness. The study used comparative design. All participants were employees participated voluntarily in this study. They were divided evenly into two groups, diagnosed depression outpatients (n = 60) referred by their physician in one of Kuwaiti mental health center, and nondepressed participants (n = 60) visited during their work period. Both sexes were distributed evenly within these two groups. The participants completed three measures: organizational justice, organizational injustice, and the Beck Depression Inventory. Using justice and injustice measures with depressed and non-depressed employees is a new approach that could clarify the role of depression in the perception of the organizational justice. The results shows that the differences between the two groups in all justice and injustice subscales are significant at .001. The depressed group had higher injustice means; and the non-depressed group had higher justice means. The two groups separately do differentiate between justice and injustice events, especially for non-depressed group where injustice means tend to be significantly higher than the justice mean. The study concluded that the emotional state of the depressed patient might affect how he/she perceive justice and injustice events, but the opposite remains possible. Individuals estimate injustice events more than counterpart justice events, regardless of depression.

Let the team fix it?-Performance and mood of depressed workers and coworkers in different work contexts.

Depression in the workplace is a significant factor for reduced personal well-being and productivity. Consequently, this has negative effects on the economic success of the companies in which depressed people are employed. In addition, the economy has to deal with the significant burden of this illness on the health system. In this paper, we investigated how different working contexts—working in a group or individually—influenced depressed individuals towards higher or lower well-being and productivity. We examined this using a laboratory experiment. In this setting, we were also able to analyze how, in turn, a depressive individual impacted the productivity and affective situation of their workgroup, reflecting the company perspective. The experimental design mimicked the very basic processes of a workplace in a stylized way. We used two distinct samples: subclinically and clinically depressed, both working in a group with healthy controls. As expected, we found generally lower performance in the clinically depressed sample, but in the subclinically depressed sample, we only found this in the individual work context. In contrast to our expectations, the performance of subclinically depressed individuals working in groups with healthy controls was even higher than that of healthy controls in homogenously healthy groups. The performance of the entire group with a depressed member was lower for the sample with clinically manifested depression, while the performance of groups with a subclinically depressed participant was significantly higher than the performance of homogeneously non-depressed control groups. We discuss our results with a focus on the design of workplaces to both re-integrate clinically depressed employees and prevent subclinically depressed employees from developing major depression.

Transnational transfer of lean production to a dependent market economy: The case of a French-owned subsidiary in Romania

This article addresses the implementation of lean production techniques in the Romanian subsidiary of a second-tier automotive supplier. Given the liberal institutional environment of the host country, the company anticipated a smooth transfer of lean production practices. However, the findings show that a host country’s economic dependence can be detrimental to the transfer of practices from the home country. The combination of low-complexity production and work intensification led to depressed employee motivation and frequent conflicts. These can be attributed to a mismatch between work organization and national economic profile, which suggests incompatibility between low-wage, low-complexity strategies and Japanese organizational models.

Gender differences in managers’ attitudes toward depressed employees: a cross-sectional study

Abstract Background Depression is known to carry negative attitudes within society and organisations. In the workplace, managers are responsible for the psycho-social work environment and attitudes to depression will likely affect that environment. The few studies performed among managers have found that female, more educated and managers working in the public sector were less likely to report negative attitudes. However, these studies did not take organization characteristics into account. The aim was to investigate the association between gender and negative attitudes toward employees with depression controlling for individual and organisational factors. Methods A cross-sectional web-survey was sent to 4737 Swedish managers, aged 20-65 years in 2017, response rate 71%; We included those answering the “Managerial stigma toward employee depression” instrument, n = 2663 (901 women, 1762 men), consisting of 12 items tapping negative attitudes towards depression. The 3rd quartile was used as a cut-off. Multivariate logistic regression analyses on attitudes towards depression were performed (95% CI) to generate odds ratios (OR) adjusted for co-variates (individual and organisational characteristics). Results Male managers were more likely to report negative attitudes compared to female managers (OR 1.64, 95% CI 1.28 - 2.10) irrelevant of individual (age, education, current workplace management experience, lifetime experience in management, managerial position) or organisational (work sector, staff gender composition, presence of staff members with Common Mental Disorders) characteristics. Conclusions A gender difference in reporting negative attitudes was appraised regardless any of the co-variates included. To manage depression within the workplace, companies should also address managers’ attitudes towards depression. Key messages Important to heed managers’ attitudes to CMDs and their impact on RTW processes. Gender-tailored approach in managers’ training is suggested for awareness and knowledge on mental health.

Correlational Analysis Between Depression and Health Behavior Among Employees in the State of Louisiana

Depression has become a canker that is eating up the social fabric of the majority of the employees in the State of Louisiana. Depression is a complex condition that requires intervention since it can affect anyone. There are side effects of depression, such as mental, physical, and social behavior, but this study looks at the psychological side effects in the form of mental health. The research is quantitative by nature and utilizes data from County Health Rankings and Roadmaps for the State of Louisiana. Sixty-four counties were used, for a period of 3 years; that is from 2016 to 2018. Correlation analysis and linear regression model were used to analyze the health behaviors of depressed employees. The two variables considered for the study include smoking and obesity. The report was done to observe if depression causes people to exhibit health behaviors such as smoking and excessive eating leading to obesity. As part of the findings, the study underscores that depressed employees’ actions have a higher adverse effect on work outcome. Also, employers’ attitudes are vital in effectively managing depression within the workplace. Above all, the results highlight the need for more considerable attention to an individual with a mental health problem. The study recommends that the early symptoms and notification by the management of an employee who is undergoing a level of unhealthy behavior should be advised to seek medical assistance or possibly be enrolled by the administration for support. Keywords : Depression, Mentally Unhealthy, Health Behaviors, Employees, Workplace DOI : 10.7176/PPAR/9-8-06 Publication date : August 31 st 2019

A call for Applied Knowledge and Lived Interdisciplinarity in the medical care of depressed employees: a cross-sectional survey with German occupational physicians and psychotherapists

ObjectivesTo identify approaches for an effective patient-centred care of depressed employees, we investigated occupational physicians’ (OPs) and psychotherapists’ (PTs) knowledge about job stressors on the development of depression, application of...

The antecedents on individual and contextual correlates of team leaders' attitudes toward depressed employees in Chennai IT industries

The aims of the present research are two-fold. The first aim is to explore the psychometric properties of a developed measure of team leaders' attitudes toward depressed employees. This will address a major deficit in the literature. The main objective of this research is to determine the individual and contextual correlates of team leaders' attitudes toward depressed employees in Chennai IT industries. The nature of the research is descriptive method, and the sample size is 300 respondents from various locations in India and data collection method used in the research is questionnaire method. Data was analysed by using SPSS 16.0. Findings, suggestions and conclusions were made by keeping an eye on the objectives. A second aim of this study is to identify individual and contextual correlates of these attitudes. This knowledge can inform design interventions that may help promote a positive climate for mental health in organisations and facilitate supportive managerial behaviour toward employees with symptoms or diagnoses of depressive disorders. A number of hypotheses are advanced in relation to these potential correlates of team leader's attitudes toward depressed employees.

The antecedents on individual and contextual correlates of team leaders' attitudes toward depressed employees in Chennai IT industries

The aims of the present research are two-fold. The first aim is to explore the psychometric properties of a developed measure of team leaders' attitudes toward depressed employees. This will address a major deficit in the literature. The main objective of this research is to determine the individual and contextual correlates of team leaders' attitudes toward depressed employees in Chennai IT industries. The nature of the research is descriptive method, and the sample size is 300 respondents from various locations in India and data collection method used in the research is questionnaire method. Data was analysed by using SPSS 16.0. Findings, suggestions and conclusions were made by keeping an eye on the objectives. A second aim of this study is to identify individual and contextual correlates of these attitudes. This knowledge can inform design interventions that may help promote a positive climate for mental health in organisations and facilitate supportive managerial behaviour toward employees with symptoms or diagnoses of depressive disorders. A number of hypotheses are advanced in relation to these potential correlates of team leader's attitudes toward depressed employees.

Emotional intelligence, individual and contextual correlates of team leaders attitudes toward depressed employees in Chennai IT industries

The aims of the present research are twofold. The first aim is to explore the psychometric properties of a developed measure of team leader’s attitudes toward depressed employees. This will address a major deficit in the literature. The main objective of this research is to determine the individual and contextual correlates of team leader’s attitudes toward depressed employees in Chennai IT industries. The nature of the research is Descriptive method, and the sample size is 300 respondents from various locations in India and data collection method used in the research is “Questionnaire Method”. Data was analyzed by using SPSS 16.0. Findings, suggestions and conclusions were made by keeping an eye on the objectives. A second aim of this study is to identify individual and contextual correlates of these attitudes. This knowledge can inform design interventions that may help promote a positive climate for mental health in organizations and facilitate supportive managerial behaviour toward employees with symptoms or diagnoses of depressive disorders. A number of hypotheses are advanced in relation to these potential correlates of team leader’s attitudes toward depressed employees.

WFI assists depressed employees with value‐based care

Mental Health WeeklyVolume 25, Issue 10 p. 6-7 Articles WFI assists depressed employees with value-based care Valerie A. Canady, Valerie A. CanadySearch for more papers by this author Valerie A. Canady, Valerie A. CanadySearch for more papers by this author First published: 10 March 2015 https://doi.org/10.1002/mhw.30104Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume25, Issue109 March 2015Pages 6-7 RelatedInformation

EPA-0621 - Ultra-short daily briefings for sick-listed employees with psychological problems strengthen the sense of coherence in occupational healthcare

Introduction There are no effective programs on return-to-work (RTW) despite an increase of stress related disorders. We developed an original rehabilitation program,’Ultra-short daily briefings care (USDBC)’. USDBC is based on a key concept of European Framework for Psychosocial Risk Management (PRIMA-EF; WHO, 2008) that provides the good practice guidelines at the workplace. We carried out USDBC at the worksite of Panasonic Healthcare Co., Ltd. to determine whether USDBC facilitates RTW. Objectives To develop and establish the appropriate intervention that reduces depressive severity of sick-listed employees. Aims The aim of the study was to determine whether USDBC strengthen the sense of coherence (SOC; Antonovsky, 1985). Method We compared two groups in a cross-sectional study design: 16 depressed RTW employees (USDBC group) vs. 121 healthy employees (control group) (Fig.1). USDBC group was received the instant face-to-face rehabilitation program in every workday (Fig.2). The primary outcome was the ability to cope with stress, measured by self-reported 13-items SOC scale for Japanese (Yamazaki, 1999). Results In the USDBC group, significant changes were observed between baseline and measurement point in SOC score (40.3 vs. 54.4; 95% CI (20.6 to (7.5), whereas in the control group, no significant changes were observed (58.3 vs. 57.9; 95% CI (0.1 to 0.9) (Table.1). Conclusions The study suggests that USDBC strengthen the depressed employees’ SOC. Download : Download full-size image Figure 1 . Participant now climt Flow diagram showing the selection of USDBC group and control group Download : Download full-size image Figure 2 . Intervention with USDBC Depressive employees behave according to this flow in every workday. Table 1 . Subjects’ characteristics and SOC. Gender MedianAde(Range) MeanSOC 93% CI P-value Male Female Baseline (SD) Measurtnentpoint (SD) USDBC group (n=l6) 12 4 39 (32 - 53) 40.3(12 4) 54.4 (8.8) -20.6 to-7.5 Control group (n=121) 94 27 41 (21 - 59) 58 3(9.4) 57.9(10 1) -0 1 to 0.9 0.10 In the USDBC goroup, significant change was found between baselne and tneasurment point. In the control group, no significant change was found.

Prescriptive Guide for Getting the Depressed Employee Back to Work

Depression affects millions of people throughout the world. This illness can disrupt both family and work life. Work productivity and absenteeism may result in significant financial burden, for the both the employee and employer. Faced with the challenges of getting depressed employees back to work, health care providers and employers must be given the tools to help guide the return-to-work process. The purpose of this article is to review symptoms, risk factors, and the diagnosis of depression associated with the return-to-work process and provide readers with a patient-centered approach to writing a work prescription.

Predictors of recurrent sickness absence due to depressive disorders--a Delphi approach involving scientists and physicians.

BackgroundDepression is a common and highly recurrent mental disorder that is accompanied by poor functioning at home and at work. Not all depressed employees report sick and little is known about variables associated with sickness absence (SA) due to depression. Recurrent SA due to depression tends to marginalize employees from the workforce and exclude them from social participation. Therefore, this study sought group consensus on factors predicting recurrent SA due to depression.Methodology/principal findings23 scientists in the field of work and mental health and 23 physicians with expertise in assessing work disability were invited for a Delphi study. Sixty-seven factors retrieved from the literature were scored for their impact on the recurrence of SA due to depression, range 1 (no impact) to 10 (very high impact) in two Delphi rounds. The third Delphi round addressed the assessability and modifiability of elected predictors. Group consensus was defined as 75% agreement. In the first round (response 78%), group consensus was reached on a high impact of 13 factors on recurrent SA due to depression. The second round (response 79%) added another 8 factors with high impact on recurrent SA due to depression. The panelists were of the opinion that stressful life and work events, age at first diagnosis, duration of the last depressive episode, anxiety, lifetime number of depressive episodes, and psychological work demands were readily assessable in consultation with patients. Furthermore, work factors, particularly decision latitude, psychological job demands, and commitment to work, were recognized as modifiable.Conclusions/significanceAlthough results have to be validated with further quantitative research, physicians may identify employees at risk of recurrent SA due to depression and may support them to adjust their work aimed at increasing commitment to work and preventing future SA due to depression.

Depressive and anxiety disorders on-the-job: The importance of job characteristics for good work functioning in persons with depressive and anxiety disorders

This study examines the importance of job characteristics on absence and on-the-job performance in a large group of employees with diagnosed depressive and anxiety disorders. In a sample of 1522 employees (1129 persons with and 393 persons without psychopathology) participating in Netherlands Study of Depression and Anxiety (NESDA, n=2981) we examined associations between job characteristics and work functioning (absenteeism and work performance) in multinominal logistic regression models. Job characteristics were working hours, psychosocial working conditions and occupational status. As expected, depressed and anxious patients were at significantly elevated risk for absenteeism and poor work performance. In analyses adjusted for psychopathology, absenteeism and poor performance were significantly lower among persons reporting high job support, high job control, less working hours, self-employed and high skilled jobs. Associations were comparable between persons with and without psychopathology. High job support, high job control and reduced working hours were partially related to work functioning in both workers with- and without-psychopathology. Since depressed and anxious employees are at a substantially increased risk for absenteeism and poor work performance, strategies that improve job support and feelings of control at work may be especially helpful to prevent poor work functioning in this at-risk group of employees.

Severity of Depression and Magnitude of Productivity Loss

Depression is associated with lowered work functioning, including absences, impaired productivity, and decreased job retention. Few studies have examined depression symptoms across a continuum of severity in relationship to the magnitude of work impairment in a large and heterogeneous patient population, however. We assessed the relationship between depression symptom severity and productivity loss among patients initiating treatment for depression. Data were obtained from patients participating in the DIAMOND (Depression Improvement Across Minnesota: Offering a New Direction) initiative, a statewide quality improvement collaborative to provide enhanced depression care. Patients newly started on antidepressants were surveyed with the Patient Health Questionnaire 9-item screen (PHQ-9), a measure of depression symptom severity; the Work Productivity and Activity Impairment (WPAI) questionnaire, a measure of loss in productivity; and items on health status and demographics. We analyzed data from the 771 patients who reported being currently employed. General linear models adjusting for demographics and health status showed a significant linear, monotonic relationship between depression symptom severity and productivity loss: with every 1-point increase in PHQ-9 score, patients experienced an additional mean productivity loss of 1.65% (P <.001). Even minor levels of depression symptoms were associated with decrements in work function. Full-time vs part-time employment status and self-reported fair or poor health vs excellent, very good, or good health were also associated with a loss of productivity (P <.001 and P=.045, respectively). This study shows a relationship between the severity of depression symptoms and work function, and suggests that even minor levels of depression are associated with a loss of productivity. Employers may find it beneficial to invest in effective treatments for depressed employees across the continuum of depression severity.

Effectiveness of adjuvant occupational therapy in employees with Major Depression: a randomized controlled trial

Background/Objectives: Major depressive disorder (MDD) is among the medical conditions with the highest negative impact on work outcome. However, little is known regarding evidence-based interventions targeting the improvement of work outcomes in depressed employees. We evaluated the effectiveness of adjuvant occupational therapy in depressed employees. The occupational intervention is based on an earlier intervention proven effective by our research group. The new intervention is shorter (18 instead of 36 sessions), focuses mainly on coping and behavioural change at the workplace, is based on the ‘place-and-train’ model, with a return to the work environment as soon as possible and a stimulation of the communication between employer and employee regarding the re-integration process. We conducted an RCT to evaluate the effectiveness of adjuvant occupational therapy (OT), as compared to care as usual (CAU), in employees with MDD. We hypothesize that patients who are receiving OT have: (a) higher average reduction in hours of absenteeism, (b) faster return-to-work, (c) higher work productivity, (d) higher quality of life and (e) no short-term ameliorating effect on depressive symptoms.

Perfectionism and clinical disorders among employees

We examined differences in perfectionism between burned-out employees ( n = 77), depressed employees ( n = 29), anxiety-disordered employees ( n = 31), employees with comorbid disorders, that is, a combination of clinical burnout, depression, or anxiety disorder ( n = 28), and individuals without clinical burnout, depression disorder, or anxiety disorder (clinical control group; n = 110). The results suggest that setting high personal standards per se is not associated with clinical disorders. In contrast, maladaptive aspects of perfectionism, including perceived discrepancy between standards and performance and socially prescribed perfectionism, were related to clinical disorders, and in particular to comorbidity.

Depression in the workforce: the intermediary effect of medical comorbidity

Background It is amply documented that mood disorders adversely affect job satisfaction, workforce productivity, and absenteeism/presenteeism. It is also well documented that mood disorders are an independent risk factor for several chronic medical disorders (e.g., obesity, diabetes mellitus, cardiovascular disease). Emerging evidence indicates that the workforce dysfunction associated with depression is partially mediated by medical comorbidity. Methods We conducted a PubMed search of all English-language articles published between 2005 and July 2009 with the following search terms;;; major depressive disorder and depression, cross-referenced with work productivity, disability, economic cost, absenteeism, presenteeism, and medical comorbidity. Articles selected for review were based on adequacy of sample size, the use of standardized experimental procedures, validated assessment measures, and overall manuscript quality. Results Mood disorders are the most impairing condition amongst working adults. It is estimated that approximately 35-50% of employees with depression will take short-term disability leave at some point during their job tenure. Moreover, 15-20% of the workforce will receive short-term disability benefits during any given year; the annual income of individuals affected by depression is reduced by approximately 10% when compared to unaffected employees. Chronic stress-sensitive conditions independently contribute to workforce maladjustment and associated disability. The mood disorder population is differentially affected by several stress-related medical conditions resulting in greater impairment in the workforce. Conclusion Disability modelling in the depressed employee has emphasized the complex interrelationship between depressive symptoms, workforce stress, and consequent disability. A more refined model must include the effects of chronic medical conditions as a powerful mediator and/or moderator of workforce impairment. Multidisciplinary interventions have been demonstrated to reduce, but not eliminate workforce disability related to depression, underscoring the need for elucidating other modifiable factors. Screening, treatment, and prevention initiatives need to target chronic medical conditions in depressed employees in order to reduce overall workforce disability.