TOPIC: THE IMPACT OF MENTAL HEALTH ON EMPLOYEE WELLBEING AND PERFORMANCE AT WORK

CONCEPTUAL LITERATURE REVIEW

1. Mental Health
2. Employee Wellbeing
3. Employee performance
4. Job performance
5. Work interventions

CONCEPTUAL LITERATURE REVIEW

1. MENTAL HEALTH:

Introduction

Mental health is a fundamental aspect of human well-being, influencing individuals' ability to function
effectively in various aspects of life, including work, relationships, and personal development. Over the
years, scholars and organizations have developed various conceptual frameworks to define and
understand mental health, moving beyond the traditional view of merely the absence of mental illness.
This literature review explores key theoretical perspectives on mental health from renowned scholars
and institutions, highlighting their contributions to our understanding of mental well-being.

World Health Organization (WHO) ): A Functional Approach

The World Health Organization (WHO) defines mental health as "a state of well-being in which the
individual realizes his or her own abilities, can cope with the normal stresses of life, can work
productively, and is able to make a contribution to his or her community" (WHO, 2001).

American Psychological Association (APA): The Broad Scope of Mental Health

The American Psychological Association (APA) offers a broader definition, stating that "mental health
refers to an individual’s emotional, psychological, and social well-being. It affects how people think, feel,
and behave, and also influences how they handle stress, relate to others, and make decisions" (APA,
2020).

Keyes: The Mental Health Continuum Model

Corey Keyes (2002) introduces the Mental Health Continuum Model, arguing that "mental health is not
merely the absence of mental illness but a state of flourishing that includes emotional well-being,
psychological well-being, and social well-being" (Keyes, 2002). His model categorizes individuals into
three mental health states:

Flourishing: Individuals experience high levels of emotional, psychological, and social well-being, leading
to better life and work outcomes.
Moderate Mental Health: Individuals neither flourish nor languish but maintain an average level of
mental well-being.

Languishing: Individuals experience low levels of well-being, which may hinder their personal and
professional performance, even in the absence of a diagnosable mental disorder.

Keyes’ perspective challenges the binary classification of mental health (healthy vs. ill), proposing a
more fluid and nuanced understanding that recognizes varying degrees of mental well-being.

Jahoda : The Concept of Positive Mental Health

Marie Jahoda (2018) was one of the early proponents of a positive mental health approach. She defined
mental health as a state characterized by:Attitudes toward the self (self-acceptance and self-esteem),
Personal growth and self-actualization, Integration (psychological balance and resilience), Autonomy
(independence and self-determination), Accurate perception of reality, Environmental mastery (ability
to adapt to social and occupational demands)

Jahoda’s model emphasizes mental health as a proactive and evolving state rather than simply the
absence of psychopathology. Her conceptualization laid the foundation for later research in well-being
psychology, influencing modern approaches that focus on self-actualization and positive functioning.

Sigmund Freud ): The Psychoanalytic Perspective on Mental Health

Sigmund Freud’s psychoanalytic theory presents mental health as the ability of the ego to balance the
conflicting demands of the id (instinctual desires) and the superego (moral and societal constraints)
(Freud, 2023). According to Freud, "mental health is the ability of the ego to balance the demands of the
id and the superego while effectively managing internal conflicts and external reality. If the ego fails to
regulate these opposing forces, individuals may develop anxiety, depression, or neuroses. Freud’s model
suggests that psychological distress arises from unresolved unconscious conflicts, emphasizing the role
of internal struggles in mental well-being.

Seligman & Csikszentmihalyi: The Positive Psychology Perspective

Martin Seligman and Mihaly Csikszentmihalyi introduced the Positive Psychology Movement, which
redefined mental health as more than the absence of mental illness. They proposed the PERMA Model,
which focuses on five essential elements:

Positive Emotions (happiness, gratitude, optimism)

Engagement (deep focus and flow state)

Relationships (strong social connections)

Meaning (a sense of purpose in life)

Accomplishment (achievement and personal growth)

Seligman and Csikszentmihalyi argue that mental health is best achieved by fostering positive
experiences rather than merely preventing mental disorders (Seligman & Csikszentmihalyi, 2020). Their
model has been widely applied in workplace well-being initiatives and self-improvement programs.

Dimensions

Mental health is a multidimensional concept that includes emotional, psychological, and social well-
being. Scholars and organizations have identified several key dimensions of mental health, which
influence how individuals think, feel, and behave in daily life. Below are the major dimensions:

1. Emotional Well-being

Definition: The ability to manage emotions effectively and experience positive feelings such as
happiness, contentment, and resilience.

Key Aspects:

 Emotional regulation (coping with stress and adversity).

 Self-awareness (understanding one's emotions).
 Optimism and life satisfaction.
 Scholarly Support:
 Diener et al. : Emotional well-being is essential for overall psychological health.

Keyes (2002): Emotional well-being is one of the three pillars of mental health.

2. Psychological Well-being

Psychological well-being involves the functioning of the mind and the realization of one’s potential in
life. This dimension covers:

 Self-acceptance: A positive attitude towards oneself, acknowledging strengths and weaknesses.

 Personal growth: A sense of continued development and self-improvement.
 Purpose in life: Having a clear sense of meaning, direction, and purpose in one’s existence.
 Autonomy: The ability to make independent decisions and maintain control over one’s life.

3. Social Well-being

Social well-being focuses on the quality of relationships and the ability to interact positively with others.
It includes:

Social integration: Feeling connected and accepted in social networks.

Social contribution: Feeling that one’s actions contribute positively to society.

Social coherence: The perception that the social world is understandable and that one fits in.

Social acceptance: Positive regard for others and the ability to accept others for who they are.

Mental Health Resilience

Resilience refers to the ability to cope with and adapt to difficult situations. This dimension reflects how
individuals respond to adversity and challenges. It involves:

Adaptability: The ability to adjust to change.

Problem-solving skills: The ability to think critically and find solutions in stressful situations.

Emotional support seeking: The ability to seek help from others when facing difficulties.

Cognitive Functioning

Cognitive functioning encompasses the ability to think clearly, process information, and make decisions.
It includes:

Attention and concentration: The ability to focus on tasks and information.

Memory: The capacity to store and recall information.

Decision-making: The ability to make informed, rational decisions.

Problem-solving: The capacity to find solutions to challenges.

Physical Health and Mental Health Connection

Physical health plays a crucial role in supporting mental health. A healthy body contributes to positive
mental health through:

Physical activity: Regular exercise has been shown to enhance mood and reduce stress.

Nutrition: Proper nutrition supports brain function and emotional regulation.

Sleep: Adequate and restful sleep is critical for maintaining mental health.

Self Esteem and Self-worth

Self-esteem refers to the overall sense of self-worth and personal value. It is an important dimension of
mental health, influencing how individuals perceive their abilities and overall worth. Higher self-esteem
is linked with better emotional regulation and resilience.

Self-worth: The internal belief in one’s value as a person.

Confidence: The belief in one's abilities to accomplish tasks and manage challenges.
Self-compassion: Being kind and understanding to oneself during times of failure or difficulty.

2. EMPLOYEE WELLBEING:-

Employee well-being is a critical factor in workplace performance, job satisfaction, and overall
organizational success. Over the years, researchers and organizations have developed various
frameworks to conceptualize and understand employee well-being, recognizing that it extends beyond
mere physical health to include psychological, social, and emotional dimensions. This literature review
examines key theoretical perspectives on employee well-being, highlighting their contributions to the
field and their implications for workplace practices.

World Health Organization (WHO) (2010): A Holistic Approach

The World Health Organization (WHO) defines employee well-being as "a state in which workers feel
healthy, safe, satisfied, and engaged in their jobs. It encompasses physical, mental, and social health,
ensuring employees can perform effectively at work and in their personal lives" (WHO, 2010). This
definition underscores the importance of a holistic approach, integrating physical health, psychological
resilience, and social connectedness. The WHO’s perspective aligns with contemporary well-being
models that emphasize not only the absence of workplace stressors but also the presence of positive
factors that contribute to employee engagement and productivity.

Diener et al. : The Subjective Well-Being Model

Diener and colleagues introduced the Subjective Well-Being Model, which defines employee well-being
as "the extent to which individuals experience positive emotions, life satisfaction, and a sense of
purpose in their professional and personal lives" (Diener et al., 2019). Their model highlights happiness,
job satisfaction, and personal fulfillment as core elements of well-being. This perspective suggests that
organizations should focus on fostering positive experiences and emotional well-being among
employees rather than solely mitigating stressors.

Warr : The Dimensions of Employee Well-Being

Warr proposed that employee well-being is influenced by various psychological, emotional, and
environmental factors. He defines it as "determined by factors such as job satisfaction, autonomy, skill
use, financial security, and work-life balance" (Warr, 2020). His model acknowledges that well-being is
shaped by workplace conditions, including job control, opportunities for growth, and the balance
between work and personal life. This perspective aligns with later theories that emphasize workplace
interventions as key to fostering employee well-being.

Dodge et al. (2012): Well-Being as a Balance

Dodge et al. (2012) propose a dynamic definition of well-being, stating that "well-being is the balance
between an individual’s psychological, social, and physical resources and the challenges they face"
(Dodge et al., 2012). Their model suggests that employee well-being is not static but fluctuates based on
stress levels, workplace demands, and available support systems. Employees who can effectively
manage stress and utilize coping strategies tend to maintain higher levels of well-being.

Ryff & Keyes : The Psychological Well-Being Model

Ryff and Keyes introduce a multidimensional concept of psychological well-being, asserting that
"employee well-being includes self-acceptance, personal growth, autonomy, positive relationships,
purpose in work, and environmental mastery" (Ryff & Keyes, 2014). Their model emphasizes that
employees thrive when they experience personal development, autonomy, and meaningful social
connections at work. This perspective supports the notion that well-being extends beyond emotional
states to include cognitive and social dimensions that contribute to long-term job satisfaction and
performance.

Harter et al. (2003): Employee Engagement and Well-Being

Harter, Schmidt, and Keyes (2003) argue that "employee well-being is closely tied to workplace
engagement, job satisfaction, and positive emotions at work. Employees who feel valued and engaged
perform better and report higher levels of well-being" (Harter et al., 2003). Their research links
employee engagement with well-being, demonstrating that motivated and engaged workers are more
productive and exhibit higher levels of psychological and physical health.

Deci & Ryan (2000): The Self-Determination Theory (SDT)

Deci and Ryan (2000) propose the Self-Determination Theory (SDT), which suggests that "employee well-
being is enhanced when workers experience autonomy, competence, and meaningful social
relationships at work" (Deci & Ryan, 2000). According to SDT, well-being is driven by three fundamental
psychological needs:

Autonomy: Employees should have control over their work.

Competence: Employees should feel skilled and capable in their roles.

Relatedness: Employees should feel connected to colleagues and the workplace culture.

This theory implies that organizations can enhance well-being by creating work environments that foster
independence, skill development, and strong interpersonal relationships.

Robertson & Cooper (2011): The Workplace Well-Being Model

Robertson and Cooper (2011) define employee well-being as "a combination of psychological, physical,
and social factors that contribute to overall job performance and life satisfaction" (Robertson & Cooper,
2011). Their model integrates resilience, mental health, job satisfaction, and work engagement,
reinforcing the idea that employee well-being is multidimensional and influenced by both personal and
workplace factors.

Van Horn et al. (2004): The Multidimensional Well-Being Framework

Van Horn et al. (2004) propose a framework that identifies five core dimensions of employee well-being:

 Affective well-being: Emotional health and job satisfaction

 Professional well-being: Job engagement and career growth
 Social well-being: Workplace relationships and support
 Cognitive well-being: Focus and problem-solving ability
 Psychosomatic well-being: Physical health and stress levels

They define employee well-being as "consisting of five dimensions: affective, professional, social,
cognitive, and psychosomatic well-being" (Van Horn et al., 2004). This model provides a comprehensive
perspective, recognizing that employee well-being is influenced by emotional, cognitive, and physical
factors that interact dynamically in the workplace.

DIMENSIONS

Employee well-being is a multidimensional concept that encompasses various aspects of an employee's

physical, mental, and emotional health. Below are the key dimensions:

1. Physical Well-Being

Health and safety at work

Ergonomic workplace design

Access to healthcare and wellness programs

Encouragement of physical activity

2. Psychological/Mental Well-Being

Stress management

Work-life balance

Job security and stability

Emotional resilience and coping mechanisms

3. Social Well-Being

Positive workplace relationships

Team collaboration and support

Inclusive and diverse work culture

Conflict resolution mechanisms

4. Financial Well-Being

Fair compensation and benefits

Job stability and career growth opportunities

Financial literacy support programs

Retirement and savings plans

5. Occupational Well-Being

Job satisfaction and engagement

Opportunities for skill development

Career progression and growth

Meaningful and purposeful work

6. Environmental Well-Being

Safe and comfortable workplace conditions

Sustainable and eco-friendly practices

Access to natural light and fresh air

Noise control and workspace organization

7. Emotional Well-Being

Psychological safety at work

Support from leadership and peers

Encouragement of open communication

Recognition and appreciation

Organizations that prioritize these dimensions create a more engaged, productive, and satisfied
workforce, ultimately leading to better organizational performance. Would you like a deeper focus on
any of these dimensions?

3. EMPLOYEE PERFORMANCE
Employee performance is a critical factor in the success of any organization. It encompasses various
aspects, including task execution, interpersonal relations, adaptability, and overall contribution to
organizational goals. Several scholars have examined employee performance from different
perspectives, providing valuable insights into its nature, components, and influencing factors. Below are
definitions from key authors in the field.

Campbell (2010): Employee Performance as Behavior:

Campbell (2010) defines employee performance as "the set of behaviors that individuals engage in at
work that contribute to organizational goals." According to Campbell, performance is not solely about
outcomes but also the behaviors leading to those outcomes. His model highlights two primary
components of employee performance:

Task performance – Behaviors directly related to job responsibilities.

Contextual performance – Voluntary behaviors that support teamwork and cooperation.

This definition underscores the importance of both formal job duties and additional behaviors that
contribute to organizational success.

Motowidlo, Borman, & Schmit (2007):

Motowidlo, Borman, and Schmit (2007) expand on Campbell’s definition, emphasizing that employee
performance consists of two key components:

Task performance – Technical proficiency in job-related tasks.

Contextual performance – Voluntary behaviors that support the organization beyond assigned tasks.

Their study suggests that contextual performance, such as assisting colleagues and demonstrating
initiative, is just as crucial as task performance for organizational effectiveness.

Sonnentag & Frese (2002): Employee Performance as a Dynamic Process

Sonnentag and Frese (2002) argue that employee performance is a dynamic process influenced by
motivation, work conditions, and individual capabilities. They stress that performance is not static and
can vary over time due to factors such as stress, workload, and motivation. Their model suggests that
performance management should consider both short-term and long-term factors affecting employee
productivity.

Murphy (2019): Four Dimensions of Employee Performance

Murphy categorizes employee performance into four dimensions:

Task behaviors – Performing job responsibilities.

Interpersonal behaviors – Communication and teamwork.

Effort – Motivation and persistence.

Counterproductive behaviors – Absenteeism and workplace conflicts.

His model suggests that performance assessment should go beyond job tasks to include effort and
interpersonal relations.

Viswesvaran & Ones (2000): Multidimensional Employee Performance

Viswesvaran and Ones (2000) define employee performance as a combination of multiple dimensions,
including productivity, teamwork, leadership, and problem-solving. They argue that performance is not a
single trait but a collection of work-related skills and behaviors.

DIMENSIONS

Based on the reviewed literature, employee performance consists of several key dimensions:

Task Performance

Task performance refers to an employee's ability to execute job-related responsibilities effectively and
efficiently. It includes technical proficiency and productivity (Motowidlo et al.,; Koopmans et al., 2011).

Contextual Performance

Contextual performance involves voluntary behaviors that enhance the organizational environment.
These behaviors include cooperation, initiative, and helping colleagues (Borman & Motowidlo, 2003).

Adaptive Performance

Adaptive performance refers to an employee’s ability to adjust to new situations, technologies, and
work environments. It includes problem-solving and dealing with unexpected challenges (Koopmans et
al., 2011).

4. JOB PERFORMANCE:

Job performance is a fundamental construct in organizational behavior and human resource

management. It represents the effectiveness with which employees carry out their job roles,
contributing to the overall success of an organization. Over the years, scholars have developed various
theoretical models to explain and categorize job performance, recognizing that it encompasses multiple
dimensions, including task-related duties, contextual behaviors, and adaptive performance. This
literature review explores key theoretical perspectives on job performance, highlighting their
contributions to understanding employee effectiveness in the workplace.

Campbell et al. (2000): Job Performance as Behavior

One of the earliest definitions of job performance comes from Campbell et al. (2000), who describe it as
"the set of behaviors that individuals engage in at work that contribute to organizational goals"
(Campbell et al., 2000). They emphasize that performance is about behavior rather than just results,
meaning that it includes not only task completion but also the manner in which work is carried out.

Motowidlo et al. (2007): Task and Contextual Performance

Building on Campbell et al.'s framework, Motowidlo, Borman, and Schmit further categorize job
performance into two key components: task performance and contextual performance. They define job
performance as "consisting of two key components: task performance (technical proficiency) and
contextual performance (voluntary behaviors that support the organization)". Task performance refers
to the successful execution of assigned duties, while contextual performance involves discretionary
behaviors such as helping coworkers, showing initiative, and maintaining a positive work environment.

Borman & Motowidlo (2023): The Two Dimensions of Performance

In a related model, Borman and Motowidlo (2023) reinforce the distinction between task performance
and contextual performance, arguing that effective job performance requires both. They state that "job
performance includes both task-related effectiveness and behaviors that contribute to a positive work
environment. Task performance pertains to job-specific responsibilities, while contextual performance
includes activities that enhance the workplace, such as cooperation and willingness to assist colleagues.

DIMENSIONS

Job performance is a multi-faceted concept that encompasses various behaviors and outcomes in the
workplace. Below are the key dimensions:

1. Task Performance (Core Job Responsibilities)

Efficiency and accuracy in completing job tasks

Quality of work output

Technical proficiency and problem-solving skills

Meeting deadlines and productivity targets

2. Contextual Performance (Organizational Citizenship Behavior)

Willingness to go beyond job descriptions

Helping coworkers and contributing to a positive work environment

Showing initiative and adaptability

Volunteering for extra tasks or responsibilities

3. Adaptive Performance
Ability to handle change and new challenges

Learning new technologies and skills

Coping with unexpected problems and stress

Flexibility in different work conditions

4. Counterproductive Work Behavior (Negative Performance)

Workplace deviance (e.g., absenteeism, lateness)

Disruptive behaviors (e.g., conflicts, insubordination)

Ethical violations or rule-breaking

Poor time management and inefficiency

5. Creativity and Innovation

Ability to generate new ideas and solutions

Contribution to process improvements and innovation

Problem-solving and critical thinking

6. Leadership and Supervisory Performance (For managerial roles)

Decision-making and strategic thinking

Ability to motivate and lead teams

Conflict resolution and team management

Performance evaluation and feedback

7. Communication and Collaboration

Clarity in verbal and written communication

Active listening and responsiveness

Effective teamwork and coordination

Conflict resolution and relationship management

Each of these dimensions plays a critical role in determining overall job performance. Organizations
often assess employees based on a combination of these factors depending on their roles and
responsibilities.
 5. WORKPLACE INTERVENTIONS

Workplace interventions are structured strategies designed to promote employee well-being, prevent
occupational health risks, and enhance overall productivity. Various scholars have examined workplace
interventions from different perspectives, emphasizing their importance in addressing workplace stress,
improving job satisfaction, and fostering a healthy work environment. This literature review explores key
theoretical perspectives on workplace interventions, highlighting their effectiveness at individual, team,
and organizational levels.

WHO (2010): Workplace Interventions for Employee Well-being

The World Health Organization (WHO) defines workplace interventions as "structured programs or
policies designed to promote employee well-being, prevent occupational health risks, and enhance
productivity" (WHO, 2010). These interventions focus on preventive and supportive measures that
address both physical and mental health concerns. According to WHO (2010), effective workplace
interventions may include mental health programs, ergonomic improvements, and work-life balance
initiatives. By prioritizing a holistic approach to employee well-being, organizations can create healthier
and more productive work environments.

Nielsen & Randall (2013): Organizational-Level Workplace Interventions

Nielsen and Randall (2013) expand the definition of workplace interventions, describing them as
"planned activities aimed at improving employee health, job satisfaction, and organizational
performance through changes in work processes, policies, or environment" (Nielsen & Randall, 2013).
Their research highlights the role of interventions in targeting both individual employees and broader
organizational structures. According to their model, workplace interventions may involve policy changes,
training programs, or work redesign to enhance overall workplace well-being and efficiency.

LaMontagne et al. (2007): Workplace Mental Health Interventions

LaMontagne et al. (2007) focus specifically on mental health interventions in the workplace, defining
them as "systematic approaches aimed at reducing work-related stressors and improving employee
mental health" (LaMontagne et al., 2007). Their research emphasizes the need for targeted
interventions such

DIMENSIONS

Work interventions are structured efforts designed to improve employee well-being, job performance,
and overall organizational effectiveness. The key dimensions of work interventions include:

1. Physical Work Environment Interventions

Workplace ergonomics (e.g., desk setup, posture support)

Safety measures and hazard prevention

Noise reduction and air quality improvements

Access to natural light and comfortable working conditions

2. Psychological and Mental Health Interventions

Stress management programs

Employee assistance programs (EAPs)

Mindfulness and resilience training

Access to counseling and mental health support

3. Social and Organizational Support Interventions

Leadership development and support

Team-building activities and collaboration tools

Conflict resolution and communication training

Promotion of inclusivity and diversity in the workplace

4. Work Design and Job Role Interventions

Job enrichment and redesign to increase engagement

Flexible work arrangements (e.g., remote work, hybrid models)

Clear job descriptions and realistic workload expectations

Career development and mentorship programs

5. Training and Skill Development Interventions

Continuous learning opportunities and professional development

Coaching and mentoring programs

Upskilling and reskilling initiatives

Leadership and managerial training

6. Financial and Benefits-Based Interventions

Competitive salaries and performance-based incentives

Health insurance, retirement plans, and financial wellness programs

Paid time off (PTO) and leave policies

Employee rewards and recognition programs

7. Employee Engagement and Motivation Interventions

Recognition and reward programs

Opportunities for career progression and promotions

Employee feedback mechanisms (e.g., surveys, open forums)

Purpose-driven work culture and organizational values alignment

Organizations can implement a combination of these interventions to enhance employee satisfaction,

well-being, and productivity.