BE2601 Management Principles Report: Workplace Mental Wellbeing
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This reflective and evidence-based learning report, submitted by Pak Yong Hui (U2010034A) for BE2601 Management Principles, Skills and Competencies, explores the critical issue of mental wellbeing in the workplace. The report begins by highlighting the growing prevalence of mental health issues, exacerbated by the pandemic, and their significant impact on productivity, absenteeism, and company costs. The analysis delves into the challenges of stigma, lack of resources, and the work environment's influence on employee mental health, referencing Karasek's Job Demand-Control Model and the Buffering Hypothesis. It identifies the need for management action to address misinformation and provide adequate resources. The report recommends implementing strategies such as setting key performance indicators, establishing dedicated teams, and promoting education-based initiatives, including leadership training and mental health literacy programs. The report advocates for digital solutions to personalize and increase accessibility to mental health resources and concludes that workplace wellbeing requires a holistic, organization-wide approach to tackle stigma, improve resource allocation, and empower employees through job control and support.
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BE2601
Management Principles, Skills and Competencies
Reflective & Evidence Based Learning Report
(Field Work)
Pak Yong Hui
U2010034A
Seminar Group 13
Word Count: 1533
Submission Date: 19 Mar 2022
Management Principles, Skills and Competencies
Reflective & Evidence Based Learning Report
(Field Work)
Pak Yong Hui
U2010034A
Seminar Group 13
Word Count: 1533
Submission Date: 19 Mar 2022
Introduction
Employee mental wellbeing is always important in the business world, as an organisation’s
best resource are its people. Due to the pandemic, people were socialising less and working
more, resulting in behavioural health issues including anxiety and stress to be more widespread
than ever. In a McKinsey analysis, 1 in 3 of the US population could potentially develop
behavioural health issues (Figure 1).
Figure 1
Closer to home, over 90% of employed respondents in Singapore reported feeling stressed-out
(Cigna, 2019). As such mental health issues are no longer thought of as uncommon but are
instead pervasive in our society and must be addressed.
Mental distress can negatively impact a company in the form of reduced productivity,
absenteeism, and healthcare cost. To quantity its economic impact, a study on depressive
disorder in the United States found the cost of mental health to be $210 billion, with over half
attributable to absenteeism / presenteeism in the workplace.
Employee mental wellbeing is always important in the business world, as an organisation’s
best resource are its people. Due to the pandemic, people were socialising less and working
more, resulting in behavioural health issues including anxiety and stress to be more widespread
than ever. In a McKinsey analysis, 1 in 3 of the US population could potentially develop
behavioural health issues (Figure 1).
Figure 1
Closer to home, over 90% of employed respondents in Singapore reported feeling stressed-out
(Cigna, 2019). As such mental health issues are no longer thought of as uncommon but are
instead pervasive in our society and must be addressed.
Mental distress can negatively impact a company in the form of reduced productivity,
absenteeism, and healthcare cost. To quantity its economic impact, a study on depressive
disorder in the United States found the cost of mental health to be $210 billion, with over half
attributable to absenteeism / presenteeism in the workplace.
On the other hand, a company that invest in mental well-being will be able to reap multiple
benefits. 1 in 3 respondents in a Mind Share mental health at work report has reported leaving
a role due to mental health reasons while over 86% of job seekers view mental health
support in a company’s culture as important (Figure 2).
Figure 2.1
Figure 2.2
benefits. 1 in 3 respondents in a Mind Share mental health at work report has reported leaving
a role due to mental health reasons while over 86% of job seekers view mental health
support in a company’s culture as important (Figure 2).
Figure 2.1
Figure 2.2
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Hence, companies will not only be able to draw significant talent, but also retain high-
performing employees through enhanced job satisfaction and morale. This in turn give rise to
better productivity and profits.
This report will analyse the varying challenges and perspectives regarding mental well-being
in the workplace, including suggestions to resolve management challenges to gain a
competitive advantage in a global environment.
Analysis 1
In most organisations, social stigma is a challenge that remains unaddressed by management.,
There are 3 levels of stigma in the workplace – Individual, Environmental and Structural
(Appendix A). Coupled with varying attitudes of a diversified workforce, prejudice towards
mental health issues may seem abstract and difficult for management to address. This is
evident in employer’s ranking of the importance of various mental-health issues, whereby
reducing stigma was last (Appendix B).
Hence, stigma often drive down employee’s productivity and self-worth leading to
profound negative impacts for the company. To illustrate, 70% of employees with self-stigma
has missed work due to burnout or stress (McKinsey, 2021). Four main problem areas can be
identified for this (Figure 3).
performing employees through enhanced job satisfaction and morale. This in turn give rise to
better productivity and profits.
This report will analyse the varying challenges and perspectives regarding mental well-being
in the workplace, including suggestions to resolve management challenges to gain a
competitive advantage in a global environment.
Analysis 1
In most organisations, social stigma is a challenge that remains unaddressed by management.,
There are 3 levels of stigma in the workplace – Individual, Environmental and Structural
(Appendix A). Coupled with varying attitudes of a diversified workforce, prejudice towards
mental health issues may seem abstract and difficult for management to address. This is
evident in employer’s ranking of the importance of various mental-health issues, whereby
reducing stigma was last (Appendix B).
Hence, stigma often drive down employee’s productivity and self-worth leading to
profound negative impacts for the company. To illustrate, 70% of employees with self-stigma
has missed work due to burnout or stress (McKinsey, 2021). Four main problem areas can be
identified for this (Figure 3).
Figure 3
Stakeholders in the workplace may hold negative perceptions of a mentally destressed
employee in terms of their competence levels as a form of environmental stigma (Appendix C).
The negative label in turn dissuades disclosure of mental health, with 1 in 3 workers not
informing their managers about their mental health problems, for fear of damaging their career.
(Evelien, 2020). As such, employees fall into a state of individual stigmatisation as they are
unable to receive the support they require. This is reinforced by structural stigmas such as
company policies acting as a barrier to seeking mental healthcare in the workplace.
Analysis 2
Given the financial impact that mental health issues cause, companies should be highly
motivated to invest in mental well-being resources. However, companies are not meeting
employee demands, as found by the ginger survey; whereby behavioural health service
providers were not available in 15% of company plans, with one-third of respondents having
to acquire for such services out of network. As such employees often find themselves
struggling to access the resources they require.
Stakeholders in the workplace may hold negative perceptions of a mentally destressed
employee in terms of their competence levels as a form of environmental stigma (Appendix C).
The negative label in turn dissuades disclosure of mental health, with 1 in 3 workers not
informing their managers about their mental health problems, for fear of damaging their career.
(Evelien, 2020). As such, employees fall into a state of individual stigmatisation as they are
unable to receive the support they require. This is reinforced by structural stigmas such as
company policies acting as a barrier to seeking mental healthcare in the workplace.
Analysis 2
Given the financial impact that mental health issues cause, companies should be highly
motivated to invest in mental well-being resources. However, companies are not meeting
employee demands, as found by the ginger survey; whereby behavioural health service
providers were not available in 15% of company plans, with one-third of respondents having
to acquire for such services out of network. As such employees often find themselves
struggling to access the resources they require.
Additionally, a Deloitte study found that workplace training on mental health was also
lacking despite the demand and willingness of managers to take care of employee’s well-being
(Figure 4). This in turn discourages employees from seeking help from those nearest to
them in the workplace.
Figure 4
Driven by misinformation on the physiological effects of mental health disorders and its
treatment, mental health issues may be thought of as less “real” than physical ailments. The
lack of evidence to measure the return on investments (ROI) of well-being strategies also
contributes to it. Although employers are confident that mental health resources reduce
absenteeism and productivity loss, only half evaluated its impact and just 2% was able to
quantify the actual savings (Appendix D). Henceforth, the above two points can be seen as the
root cause of the lack of metal health resources within organisations.
lacking despite the demand and willingness of managers to take care of employee’s well-being
(Figure 4). This in turn discourages employees from seeking help from those nearest to
them in the workplace.
Figure 4
Driven by misinformation on the physiological effects of mental health disorders and its
treatment, mental health issues may be thought of as less “real” than physical ailments. The
lack of evidence to measure the return on investments (ROI) of well-being strategies also
contributes to it. Although employers are confident that mental health resources reduce
absenteeism and productivity loss, only half evaluated its impact and just 2% was able to
quantify the actual savings (Appendix D). Henceforth, the above two points can be seen as the
root cause of the lack of metal health resources within organisations.
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Analysis 3
Lastly, the work environment also plays an important role in determining employee’s mental
well-being. Two critical contributors - job control and social support makes up a healthy work
environment.
Leveraging on Karasek’s Job Demand-Control Model, employees with low job-control may
experience a physical and psychological toll (Karasek, 1979). This is supported by a study of
workers going through reorganisation who had better mental well-being when empowered with
influence and control in the reorganisation process (McKinsey, 2018).
However, the autonomy employees have, is often undermined by unskilled managers who
micromanages. The resulting lack of discretion undermines feelings of accomplishment and
leads to the individual not being able to control their work environment to buffer its stressors.
Additionally, the locus of control construct of an individual (Figure 5) also plays a part in the
level of perceived control, whereby one with an internal locus of control will have better mental
well-being with better control. (Parkes, 1989).
Figure 5
Secondly, social support in the form of relationships is another aspect that influences
employee mental well-being. Using the Buffering hypothesis, social support acts as a key
Lastly, the work environment also plays an important role in determining employee’s mental
well-being. Two critical contributors - job control and social support makes up a healthy work
environment.
Leveraging on Karasek’s Job Demand-Control Model, employees with low job-control may
experience a physical and psychological toll (Karasek, 1979). This is supported by a study of
workers going through reorganisation who had better mental well-being when empowered with
influence and control in the reorganisation process (McKinsey, 2018).
However, the autonomy employees have, is often undermined by unskilled managers who
micromanages. The resulting lack of discretion undermines feelings of accomplishment and
leads to the individual not being able to control their work environment to buffer its stressors.
Additionally, the locus of control construct of an individual (Figure 5) also plays a part in the
level of perceived control, whereby one with an internal locus of control will have better mental
well-being with better control. (Parkes, 1989).
Figure 5
Secondly, social support in the form of relationships is another aspect that influences
employee mental well-being. Using the Buffering hypothesis, social support acts as a key
coping mechanism to buffer the effects of stressors for better mental well-being (Henderson,
1984).
However, the competitive nature of the workplace can reduce collaboration and undermine
social support. Transactional workplace approaches without emotional connections between
work and people also destructs the social support system with little emphasis on relationships.
Interestingly, social interactions based on the social exchange theory suggests that people also
tend to weigh investments vs benefits received in interpersonal interactions. This can be
illustrated by the three different patterns of exchange whereby its effects on employees are
reflected based on reciprocity (Figure 6, Walster, 1978).
Figure 6
1984).
However, the competitive nature of the workplace can reduce collaboration and undermine
social support. Transactional workplace approaches without emotional connections between
work and people also destructs the social support system with little emphasis on relationships.
Interestingly, social interactions based on the social exchange theory suggests that people also
tend to weigh investments vs benefits received in interpersonal interactions. This can be
illustrated by the three different patterns of exchange whereby its effects on employees are
reflected based on reciprocity (Figure 6, Walster, 1978).
Figure 6
Recommendation & Conclusion
To tackle the issue of mental wellbeing in the workplace, we will have to target its root cause
- lack of management action from misinformation and poor evidence to justify investing in
such strategies. Using the implementation life cycle by Deloitte, we will be using it to guide
the implementation of the recommendations. (Appendix E).
1. Firstly, workplace wellbeing must be on an organisation’s agenda to show a dedicated
front in changing.
2. Key performance indicators such as the Mind’s Workplace Wellbeing Index shall be
set as a benchmark to quantify and track the effectiveness of strategies.
3. To create a buy-in for change, a dedicated team must also be set-up to ensure a strong
evidence base via performance tracking of strategies, thus quantifying the ROI of
wellbeing initiatives.
4. For companies to progress, firms would have to move towards a culture of proactive
preventive management through the recommendation of education-based strategies.
Starting with the C-suite leaders, humanising of mental-health conditions through
personal story sharing can have a powerful impact in signalling the direction and stand
of a company to the rest of their employees. This can help shift from transactional to
authentic leadership that has been found to increase wellbeing and performance of
employees (Deci, 1989).
Following which, the middle management must be trained to understand and spot
behavioural issues early, including correcting their behaviours of micro-managing that
can cause stress. Acting as a figure to provide the right resources to help employees,
they are to empower employees through job rotations and increased autonomy at work
for a more impactful work environment with less stressors. For the employees, mental-
To tackle the issue of mental wellbeing in the workplace, we will have to target its root cause
- lack of management action from misinformation and poor evidence to justify investing in
such strategies. Using the implementation life cycle by Deloitte, we will be using it to guide
the implementation of the recommendations. (Appendix E).
1. Firstly, workplace wellbeing must be on an organisation’s agenda to show a dedicated
front in changing.
2. Key performance indicators such as the Mind’s Workplace Wellbeing Index shall be
set as a benchmark to quantify and track the effectiveness of strategies.
3. To create a buy-in for change, a dedicated team must also be set-up to ensure a strong
evidence base via performance tracking of strategies, thus quantifying the ROI of
wellbeing initiatives.
4. For companies to progress, firms would have to move towards a culture of proactive
preventive management through the recommendation of education-based strategies.
Starting with the C-suite leaders, humanising of mental-health conditions through
personal story sharing can have a powerful impact in signalling the direction and stand
of a company to the rest of their employees. This can help shift from transactional to
authentic leadership that has been found to increase wellbeing and performance of
employees (Deci, 1989).
Following which, the middle management must be trained to understand and spot
behavioural issues early, including correcting their behaviours of micro-managing that
can cause stress. Acting as a figure to provide the right resources to help employees,
they are to empower employees through job rotations and increased autonomy at work
for a more impactful work environment with less stressors. For the employees, mental-
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health literacy training must be provided to equip everyone with the right skillsets to
help their colleagues, and work towards removing prejudice.
5. Lastly, the success of the strategy must be evaluated to track its effectiveness and
inform succeeding strategies that supports continual change for the better. This cycle
ultimately removes stigmatisation, provide better access to resources and place job
control and support back in the hands of employees.
To better support employees, companies can utilise a range of digital solutions to personalise
and provide resources on a larger scale on-demand. This would allow individuals to receive
the help they need anytime, anywhere, increasing accessibility and bypassing possible
stigmatisation with anonymity.
Digital biomarker apps accessed via a smartphone can be used to collect physiological data
through self-reporting. Based on that, personalised coaching / therapy can be dished out. The
data collected can then be used to address pain points in the workplace for future improvements.
Cognitive-behavioural therapy such as mental health chatbots can also be an avenue to prevent
mental health issues by providing a degree of human touch and help, that are tailored to a
individual’s situation (Appendix F).
To conclude, workplace wellbeing can only be achieved through the involvement of the entire
organisation, especially its leaders. Surrounded my misinformation and ambiguity, no one
solution will be able to resolve the stigmatisation, resources, and interpersonal issues it is
clouted with. Instead, corrective actions must be implemented one step at a time and improved
to overcome and pave the way for the future, to reap the benefits that comes with it.
help their colleagues, and work towards removing prejudice.
5. Lastly, the success of the strategy must be evaluated to track its effectiveness and
inform succeeding strategies that supports continual change for the better. This cycle
ultimately removes stigmatisation, provide better access to resources and place job
control and support back in the hands of employees.
To better support employees, companies can utilise a range of digital solutions to personalise
and provide resources on a larger scale on-demand. This would allow individuals to receive
the help they need anytime, anywhere, increasing accessibility and bypassing possible
stigmatisation with anonymity.
Digital biomarker apps accessed via a smartphone can be used to collect physiological data
through self-reporting. Based on that, personalised coaching / therapy can be dished out. The
data collected can then be used to address pain points in the workplace for future improvements.
Cognitive-behavioural therapy such as mental health chatbots can also be an avenue to prevent
mental health issues by providing a degree of human touch and help, that are tailored to a
individual’s situation (Appendix F).
To conclude, workplace wellbeing can only be achieved through the involvement of the entire
organisation, especially its leaders. Surrounded my misinformation and ambiguity, no one
solution will be able to resolve the stigmatisation, resources, and interpersonal issues it is
clouted with. Instead, corrective actions must be implemented one step at a time and improved
to overcome and pave the way for the future, to reap the benefits that comes with it.
References and Bibliography
• Brouwers, E. P. M. (2020, April 21). Social Stigma is an underestimated contributing factor to
unemployment in people with mental illness or mental health issues: Position Paper and future
directions. BMC psychology. Retrieved March 19, 2022, from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7171845/
• Coe, E., Cordina, J., Enomoto, K., & Seshan, N. (2022, February 27). Overcoming stigma: Three
strategies toward better mental health in the Workplace. McKinsey & Company. Retrieved March
19, 2022, from https://www.mckinsey.com/industries/healthcare-systems-and-services/our-
insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace
• Coe, E., Crystal, L., Enomoto, K., & Lewis, R. (2021, July 28). A holistic approach for the US
behavioral health crisis during the covid-19 pandemic. McKinsey & Company. Retrieved March
19, 2022, from https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/a-
holistic-approach-to-addressing-the-us-behavioral-health-crisis-in-the-face-of-the-global-covid-19-
pandemic
• Creating a healthy workplace: Promoting employee mental health in Singapore. National Volunteer and
Philanthropy Centre. (2021, October 11). Retrieved March 19, 2022, from
https://cityofgood.sg/articles/workplace-mental-health/
• Daniels, K., & Guppy, A. (1994). Occupational stress, social support, job control, and
psychological well-being. Human Relations, 47(12), 1523–1544.
https://doi.org/10.1177/001872679404701205
• Deloitte. (2017, March). Deloitte UK Workplace Mental Health N Wellbeing. At a tipping point?
Workplace mental health and wellbeing. Retrieved March 19, 2022, from
https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/public-sector/deloitte-uk-workplace-
mental-health-n-wellbeing.pdf
• Lopez-Garrido, G. (2020, September 13). Locus of control. Locus of Control | Simply Psychology.
Retrieved March 19, 2022, from https://www.simplypsychology.org/locus-of-control.html
• McKinsey & Company. (2021, July 1). Understanding the hidden costs of covid-19's potential
impact on US Healthcare. McKinsey & Company. Retrieved March 19, 2022, from
• Brouwers, E. P. M. (2020, April 21). Social Stigma is an underestimated contributing factor to
unemployment in people with mental illness or mental health issues: Position Paper and future
directions. BMC psychology. Retrieved March 19, 2022, from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7171845/
• Coe, E., Cordina, J., Enomoto, K., & Seshan, N. (2022, February 27). Overcoming stigma: Three
strategies toward better mental health in the Workplace. McKinsey & Company. Retrieved March
19, 2022, from https://www.mckinsey.com/industries/healthcare-systems-and-services/our-
insights/overcoming-stigma-three-strategies-toward-better-mental-health-in-the-workplace
• Coe, E., Crystal, L., Enomoto, K., & Lewis, R. (2021, July 28). A holistic approach for the US
behavioral health crisis during the covid-19 pandemic. McKinsey & Company. Retrieved March
19, 2022, from https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/a-
holistic-approach-to-addressing-the-us-behavioral-health-crisis-in-the-face-of-the-global-covid-19-
pandemic
• Creating a healthy workplace: Promoting employee mental health in Singapore. National Volunteer and
Philanthropy Centre. (2021, October 11). Retrieved March 19, 2022, from
https://cityofgood.sg/articles/workplace-mental-health/
• Daniels, K., & Guppy, A. (1994). Occupational stress, social support, job control, and
psychological well-being. Human Relations, 47(12), 1523–1544.
https://doi.org/10.1177/001872679404701205
• Deloitte. (2017, March). Deloitte UK Workplace Mental Health N Wellbeing. At a tipping point?
Workplace mental health and wellbeing. Retrieved March 19, 2022, from
https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/public-sector/deloitte-uk-workplace-
mental-health-n-wellbeing.pdf
• Lopez-Garrido, G. (2020, September 13). Locus of control. Locus of Control | Simply Psychology.
Retrieved March 19, 2022, from https://www.simplypsychology.org/locus-of-control.html
• McKinsey & Company. (2021, July 1). Understanding the hidden costs of covid-19's potential
impact on US Healthcare. McKinsey & Company. Retrieved March 19, 2022, from
https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/understanding-the-
hidden-costs-of-covid-19s-potential-impact-on-us-healthcare
• MindShare. (2019). Mind share partners 2019 - clasp. Retrieved March 19, 2022, from
https://umtclasp.com/wp-content/uploads/2019/10/Mind-Share-Partners-2019-Mental-Health-at-Work-
Report-May-2019.pdf
• Nahum-Shani, I., & Bamberger, P. A. (2011, January 1). Explaining the variable effects of social
support on work-based stressor-strain relations: The role of perceived pattern of support exchange.
Organizational behavior and human decision processes. Retrieved March 19, 2022, from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2997696/
• National Council. (n.d.). New Study reveals lack of access as root cause for mental health crisis in
America. National Council. Retrieved March 19, 2022, from https://www.thenationalcouncil.org/press-
releases/new-study-reveals-lack-of-access-as-root-cause-for-mental-health-crisis-in-america/
• PE, G., AA, F., T, S., CT, P., & RC, K. (2015, February). The economic burden of adults with
major depressive disorder in the United States (2005 and 2010). The Journal of clinical psychiatry.
Retrieved March 19, 2022, from https://pubmed.ncbi.nlm.nih.gov/25742202/
• Pfeffer, J. (2022, February 27). The overlooked essentials of employee well-being. McKinsey &
Company. Retrieved March 19, 2022, from https://www.mckinsey.com/business-functions/people-and-
organizational-performance/our-insights/the-overlooked-essentials-of-employee-well-being
• Pfeffer, J., & Williams, L. (2022, March 11). Mental health in the workplace: The Coming
Revolution. McKinsey & Company. Retrieved March 19, 2022, from
https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/mental-health-in-
the-workplace-the-coming-revolution
• Rahimnia, F., & Sharifirad, M. S. (2014). Authentic leadership and employee well-being: The
mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363–377.
https://doi.org/10.1007/s10551-014-2318-1
hidden-costs-of-covid-19s-potential-impact-on-us-healthcare
• MindShare. (2019). Mind share partners 2019 - clasp. Retrieved March 19, 2022, from
https://umtclasp.com/wp-content/uploads/2019/10/Mind-Share-Partners-2019-Mental-Health-at-Work-
Report-May-2019.pdf
• Nahum-Shani, I., & Bamberger, P. A. (2011, January 1). Explaining the variable effects of social
support on work-based stressor-strain relations: The role of perceived pattern of support exchange.
Organizational behavior and human decision processes. Retrieved March 19, 2022, from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2997696/
• National Council. (n.d.). New Study reveals lack of access as root cause for mental health crisis in
America. National Council. Retrieved March 19, 2022, from https://www.thenationalcouncil.org/press-
releases/new-study-reveals-lack-of-access-as-root-cause-for-mental-health-crisis-in-america/
• PE, G., AA, F., T, S., CT, P., & RC, K. (2015, February). The economic burden of adults with
major depressive disorder in the United States (2005 and 2010). The Journal of clinical psychiatry.
Retrieved March 19, 2022, from https://pubmed.ncbi.nlm.nih.gov/25742202/
• Pfeffer, J. (2022, February 27). The overlooked essentials of employee well-being. McKinsey &
Company. Retrieved March 19, 2022, from https://www.mckinsey.com/business-functions/people-and-
organizational-performance/our-insights/the-overlooked-essentials-of-employee-well-being
• Pfeffer, J., & Williams, L. (2022, March 11). Mental health in the workplace: The Coming
Revolution. McKinsey & Company. Retrieved March 19, 2022, from
https://www.mckinsey.com/industries/healthcare-systems-and-services/our-insights/mental-health-in-
the-workplace-the-coming-revolution
• Rahimnia, F., & Sharifirad, M. S. (2014). Authentic leadership and employee well-being: The
mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363–377.
https://doi.org/10.1007/s10551-014-2318-1
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Appendices
Appendix A: 3 levels of stigma
Individual: The individual internalises, and self-stigmatise themselves.
Environmental: Negative attitude of society directed towards a particular group.
Structural: System level discrimination including company practices, norms, and policies.
Appendix B: Stigma ranks last in terms of mental health priority
Appendix A: 3 levels of stigma
Individual: The individual internalises, and self-stigmatise themselves.
Environmental: Negative attitude of society directed towards a particular group.
Structural: System level discrimination including company practices, norms, and policies.
Appendix B: Stigma ranks last in terms of mental health priority
Appendix C: Stigmatisation by colleagues
Appendix D: Quotes to show lack of factual evidence of mental-well-being strategies
Appendix D: Quotes to show lack of factual evidence of mental-well-being strategies
Appendix E: Implementation lifecycle for workplace wellbeing programmes (Deloitte)
Appendix F: Range of Digital offerings and their purposes
Appendix F: Range of Digital offerings and their purposes
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