Mental Health in Workplace: Signs of Distress and Impact on Job Performance

This article discusses the signs of mental distress in the workplace and its impact on job performance. It analyzes a case study of Emma, a receptionist, who exhibited signs of mental distress while interacting with a client. The article also highlights the impact of conflicts on mental health and bystanders. It provides suggestions for managing stress and improving communication skills.

Running head: MENTAL HEALTH IN WORKPLACE
Mental Health in Workplace
Name of the Student
Name of the University
Author Note

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Signs of mental distress: Emma exhibiting
Initially Emma was rude while conversing with her client and this is against the norms
of hospitality industry. For example, Emma did not greet her client in a decent or with a
welcoming gesture. Moreover, she also did not even maintain an eye contact after the client,
“steamroller” said “excuse me” and instead she kept on doing her work and after a while
Emma uttered “can I help”. Being in a hospitality industry, Emma is supposed to greet her
clients and help her accordingly so her statement, “can I help” is irrelevant and shows the
sign of mental distress. Not only this, while addressing the query of her client, Emma abided
a non-attentive or ignorant approach. For example, while asking her to fill the boarding form,
Emma not even offered her a pen and when “steamroller” asked for the same she said that it
might be there. However, when “steamroller” informed in agitated manner that there is no
pen, Emma took initiates to give her a pen to fill the form. This gesture of Emma highlighted
that she was under extreme mental distress which is causing problems in her professional life.
Finne, Christensen and Knardahl (2014)are of the opinion that the job related stress and
anxiety generates immense mental distress and this in turn get reflected as poor job
performance.
Reaction to response Emma’s stress level
In relation to Emma’s level of stress, I would like to state that I am very confused
about the reason behind Emma’s stress. This is because, this short video fails to provide any
significant evidence against her personal complications or huge work pressure or any kind of
professional unrest. Her high level of stress and reluctance to do the work in proper manner
may be due to both personal and professional reasons, which is not highlighted in the video.
However, her stress has made her execute in-appropriate behaviour during her duty hours

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leading customer dissatisfaction. Cottini and Lucifora (2013) is of the opinion that anxiety
and stress hampers job performance.
Conflicts and Emma’s mental health
Finneyet al. (2013) stated that work-related stress plays a crucial role in the generation
of mental complications and may cast huge impact on job performance especially for those
who are in direct client interaction. Emma is a receptionist and her main job role is face-to-
face verbal communication with client. Frequent conflict with the customers can elevate her
level of stress and the same is evident from her expression at the end of the video. The video
ends with embarrassed Emma, in front of her agitated and yelling cline while the bystanders
were exchanging glances. This embarrassment in public further increases the level of stress
and hampering mental health and well-being.
Client approach and impact on bystanders
The client was inpatient and was loss temper form the beginning and her approach
was rude. The approach of Emma was however not correct as she being a hospitality industry
professional, violated its basic rules and regulations. Her inappropriate approach further made
her client agitate which caught the attraction of the bystanders. Client grievances always have
a negative impact on the other clients or bystanders who are also the same service
users(Osarenkhoe & Komunda, 2013).
Emma’s shoes
If I was inside Emma’s shoes, I would have greeted my client with welcoming smile
and speech while listening to her every concern and questions via maintaining eye contact.
This will help to make her feel important, helping her to come down. Bodieet al. (2015)

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stated that eye contact help in the establishment of connection as it the sign of active
listening.
Emma’s manager
My advice for Emma if I was her manager will be
 Strategy: Maintenance of eye contact for active listening
 Interventions: Providing her room immediately substitute room immediately in order
to maintain customer satisfaction
 Techniques: Providing her special discounts or additional advantages for customer
retention.
Best support and associated rationale
 Training in the effective communication skills and intrapersonal skills in order to
comprehensively interact with client while earning his or her hope(Hung & Lin, 2013)
 Training in controlling anger and temper while handling client so that the hospitality
professional can hold the patience while handling rude or impatient client (Bodieet al.,
2015)

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References
Bodie, G. D., Vickery, A. J., Cannava, K., & Jones, S. M. (2015).The role of “active
listening” in informal helping conversations: Impact on perceptions of listener
helpfulness, sensitivity, and supportiveness and discloser emotional
improvement. Western Journal of Communication, 79(2), 151-173.
Cottini, E., &Lucifora, C. (2013).Mental health and working conditions in Europe. ILR
Review, 66(4), 958-988.
Finne, L. B., Christensen, J. O., &Knardahl, S. (2014). Psychological and social work factors
as predictors of mental distress: a prospective study. PloS one, 9(7), e102514.
Finney, C., Stergiopoulos, E., Hensel, J., Bonato, S., &Dewa, C. S. (2013). Organizational
stressors associated with job stress and burnout in correctional officers: a systematic
review. BMC public health, 13(1), 82.
Hung, K. P., & Lin, C. K. (2013). More communication is not always better?The interplay
between effective communication and interpersonal conflict in influencing
satisfaction. Industrial Marketing Management, 42(8), 1223-1232.
Osarenkhoe, A., &Komunda, M. B. (2013). Redress for customer dissatisfaction and its
impact on customer satisfaction and customer loyalty. Journal of Marketing
Development and Competitiveness, 7(2), 102-114.