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15 results

  • 15 - What Can Management Do about Employee Mental Health?
  • from Part V - Emerging Issues
  • Edited by Laurent M. Lapierre, University of Ottawa, Sir Cary Cooper, University of Manchester
  • Book: Organizational Stress and Well-Being
  • Published online: 23 February 2023
  • Print publication: 02 March 2023, pp 457-493
  • View extract

    Summary

    This chapter addresses how senior managers (executives, directors) and immediate managers (those to whom employees report directly) can protect, if not enhance, employees’ mental health. We begin by defining the broad concept of employee “mental health.” We then review scientific literature addressing senior and immediate managers’ potential roles in supporting employee mental health. Although more has been published on immediate managers, much of that work has failed to provide practically useful insights, because of vague conceptualizations, poorly developed measures, or insufficient integration across related topics of study. To help fill that gap, we propose a comprehensive behavioral taxonomy of mental health–supportive supervision. This taxonomy integrates evidence-based insights on the types of behavior that immediate managers should avoid, those they should display, and helpful actions advocated by mental health first aid training programs. Lastly, we list several pressing avenues for future research.

  • Introduction
  • Edited by Laurent M. Lapierre, University of Ottawa, Sir Cary Cooper, University of Manchester
  • Book: Organizational Stress and Well-Being
  • Published online: 23 February 2023
  • Print publication: 02 March 2023, pp 1-4
  • View extract

    Summary

    With the COVID-19 pandemic in its third year, the topic of this book cannot be more relevant. Before the onset of the pandemic, the strains experienced by managers and employees had been rising for years. Various factors can account for this rise, such as the intensifying pace of work, growing job insecurity in the gig economy, increasing globalization, information technology’s steady invasion of all aspects of life, and heightened incompatibilities between individuals’ work and personal lives. The pandemic has made things dramatically worse for many.

Organizational Stress and Well-Being
  • Organizational Stress and Well-Being
  • Edited by Laurent M. Lapierre, Sir Cary Cooper
  • Published online: 23 February 2023
  • Print publication: 02 March 2023
  • View description
    In this Cambridge Companion, global thought leaders in the fields of workplace stress and well-being highlight how theory and research can improve employee health and well-being. The volume explains how and why the topics of workplace stress and well-being have evolved and continue to be highly relevant, and why line managers have great influence over employees' quality of working life. It includes the latest research findings on stress and well-being and their impact on organizations, as well as up-to-date findings on the effectiveness of workplace interventions focused on these issues. It also explores important and emerging issues relating to organizational stress and well-being, including the ongoing effects of the global coronavirus pandemic. This is an ideal reference for students and researchers in the areas of human resources management, occupational health psychology and organisational behavior.
  • Recommended Practices for Academics to Initiate and Manage Research Partnerships With Organizations
  • Laurent M. Lapierre, Russell A. Matthews, Lillian T. Eby, Donald M. Truxillo, Russell E. Johnson, Debra A. Major
  • Journal: Industrial and Organizational Psychology / Volume 11 / Issue 4 / December 2018
  • Published online by Cambridge University Press: 22 August 2018, pp. 543-581
  • View abstract

    Although academics can receive considerable training in selecting appropriate research designs, types of data to collect, and methods for analyzing data, as well as guidance on preparing scholarly manuscripts, there is a dearth of information on how to initiate and manage partnerships with organizations in order to conduct high-quality applied research, particularly when the research is quantitative in nature. In this article, we provide our own experience-based insights and recommendations to help academics more easily (a) initiate a research relationship with senior organizational leadership, (b) decide early whether to pursue or end a research collaboration with an organization, (c) keep the organization engaged during the study, and (d) maintain the relationship with the organization after data collection is complete. This information is proposed as a complement to traditional organizational research methods and as instrumental in the pursuit of research salient to the interests of organizational practitioners.