Creating a Healthy Workplace: Impact of Supervisor Support and Company Culture
PublisherMental Health America
MetadataShow full item record
AbstractMental Health America (MHA) conducted a survey with Qualtrics to explore similarities and differences in answers to our Work Health Survey questions across two different populations. MHA’s Mind the Workplace 2019 Report synthesized findings from our 2019 Work Health Survey of nearly 10,000 individuals from 2018 and 2019. The Qualtrics survey was given to 1,000 individuals in 2019. The comparison of findings is summarized in this report. The results of both surveys demonstrate that the factors necessary for creating a mentally healthy workplace are the same in both a help-seeking and non-help-seeking population. Whether people are happy or sad, satisfied or unsatisfied, the elements that makes a company successful in creating mentally healthy workplaces is the same. Our collective findings from both surveys reveal that: • Supervisors matter. Having a supervisor who checks in regularly, is supportive, and who values feedback is a protective factor for a company. Positive supervisor relationships were correlated with the greatest number of positive outcomes including satisfaction with work, employee motivation, employee confidence, pride, and ability to report ethical violations and areas for improvement in the workplace. • Safe and transparent company culture is a protective factor. Creating a culture of safe and open communication provides staff increased opportunity and willingness to provide constructive feedback on improving workplaces. It also is highly correlated to reporting unethical or unfair practices that put a company at risk for legal issues. • Safety and pride impacts perceptions. Feeling comfortable to report dishonest or unfair practices was most correlated with pride. Staff who feel safe in their companies are more willing to recommend their workplace to others and speak positively about their company. • Good company practice fosters good will. Among all employee well-being measures, pride was the most correlated with supervisor communication and a company culture of safe and open communication. • Silence is the most damaging. People who are the most stressed also reported they were in companies where it was safer to remain silent about their personal problems. Across both a help-seeking and non-help-seeking population, an organizational culture of safe and open communication and supervisor support and guidance are important for increasing employee engagement and well-being and creating an overall mentally healthy workplace for all employees. Therefore, it is imperative that supervisors and other company leadership take action to create a culture of communication and support that will benefit not only those employees that may be seeking resources for their mental health, but every employee in the workplace. Doing so will ultimately improve overall operations.
SponsorsThe FAAS Foundation
Keywordworkplace mental health