Group-level workplace interventions to improve mental health in low control, high-demand office-based jobs. A scoping review

Author:

Demou Evangelia1ORCID,Blake Carolyn1ORCID,Tan Llorin Charisse2ORCID,Salanga Maria Guadalupe3ORCID,Mateo Niño Jose4ORCID,Lewis Ruth1ORCID,Mitchell Kirstin R1ORCID

Affiliation:

1. MRC/CSO Social and Public Health Sciences Unit, School of Health and Wellbeing, University of Glasgow , Clarice Pears Building, 90 Byres Road, Glasgow G12 8TB , United Kingdom

2. Social Development Research Center, De La Salle University , 2401 Taft Avenue, Manila 0922 , Philippines

3. Department of Psychology, De La Salle University , 2401 Taft Avenue, Manila 0922 , Philippines

4. Department of Counseling and Educational Psychology, De La Salle University , 2401 Taft Avenue, Manila 0922 , Philippines

Abstract

Abstract Objectives Workplace psychosocial risk factors, including low autonomy and high demands, have negative consequences for employee mental health and wellbeing. There is a need to support employees experiencing mental health and well-being problems in these jobs. This scoping review aims to describe group-level workplace interventions and their approaches to improving the mental health and well-being of employees in office-based, low autonomy, and high demands jobs. Methods Following PRISMA-ScR guidelines, a search was conducted across 4 databases (Medline, PsycINFO, CINAHL, ASSIA). We explored studies presenting group-level interventions, mode of implementation, facilitators and barriers, and intervention effectiveness. The search was restricted to include office-based, low autonomy, and high-demands jobs. Primary outcome of interest was mental health and secondary outcomes were work-related and other well-being outcomes. Results Group-level workplace interventions include an array of organizational, relational, and individual components. Almost all included a training session or workshop for intervention delivery. Several had manuals but theories of change were rare. Most workplace interventions did not use participatory approaches to involve employees in intervention development, implementation and evaluation, and challenges and facilitators were not commonly reported. Key facilitators were shorter intervention duration, flexible delivery modes, and formalized processes (e.g. manuals). A key barrier was the changeable nature of workplace environments. All studies employing behavioural interventions reported significant improvements in mental health outcomes, while no clear pattern of effectiveness was observed for other outcomes or types of interventions employed. Conclusions Group-based interventions in low-autonomy office settings can be effective but few studies used participatory approaches or conducted process evaluations limiting our knowledge of the determinants for successful group-based workplace interventions. Involving stakeholders in intervention development, implementation, and evaluation is recommended and can be beneficial for better articulation of the acceptability and barriers and facilitators for delivery and engagement.

Funder

Medical Research Council

Chief Scientist Office

Publisher

Oxford University Press (OUP)

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