Purpose Considering mental health in organizations is crucial for several reasons, as it directly impacts the well-being and productivity of employees. This paper aims to delve into the role of the human resource (HR) department (HRD) in promoting mental health and mitigating associated organizational risks within emerging markets, with a specific focus on organizations in Jordan. Design/methodology/approach Using a qualitative research approach, 21 semistructured interviews were conducted with employees from diverse organizations and industries in Jordan. Findings The study’s findings illuminate a constrained role of HRD in supporting employees’ mental well-being, attributable to several factors: (i) a perceptual gap between the actual and desired roles of HRD in fostering mental health according to employees; (ii) institutional factors dictating initiatives for mental health support at work; and (iii) societal and cultural norms shaping attitudes toward mental health, both pre- and post-COVID-19. Research limitations/implications This study contributes to the ongoing discourse on the intersection of HR practices and mental health support in the workplace in emerging markets, providing valuable insights for both academic and practical considerations. As organizations navigate the evolving landscape of employee well-being, this study’s findings offer a foundation for future research and the development of evidence-based strategies to enhance mental health support within organizational contexts and mitigate organizational risks. Originality/value This study illuminates the current landscape of human resources management development in fostering mental health at work in Jordan, serving as a foundation for future research agendas in the country and potentially the wider region.
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