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The need to improve the mental health of construction personnel has increased owing to high rates of mental health problems. Hence, a proper evaluation of a mix of implementable intervention strategies in the workplace will assist in achieving good mental health. Although there are recommendations in occupational health literature on strategies that can be adopted, it is unknown how they fit appropriately into the construction industry. Therefore, the purpose of this study is to identify the mix of strategies for the construction industry and their criticality.

Drawing from the context of developing countries with Nigeria as a case study, data was collected using the quantitative technique. A questionnaire survey consisting of 31 intervention strategies was administered to a purposive sample of 45 experts in the Nigerian construction industry. The data collected was analyzed using mean score analysis and fuzzy synthetic evaluation.

The study revealed that strategies focused on boosting employee morale and engagement and interpersonal relationship offer higher chances of improving mental health among construction personnel. The study showed that implementing job crafting and sculpting may benefit the industry. The analysis showed that the overall criticality of the intervention strategies to the Nigerian construction workplace is high, suggesting that if implemented, the mental health of construction personnel can be improved.

The study provides an initial understanding of the most critical multi-level intervention strategies to enhance good mental health among construction personnel in Nigeria and the global construction industry. These findings serve as a guide to policymakers and advocate the implementation of strategies to adopt for a psychologically healthy construction workplace in developing countries.

The service-profit chain model (Heskett, Jones, Loverman, Sasser, & Schlesinger, 1994) highlights the well-documented relationship between employee and customer attitudes suggesting that employees who are satisfied and engaged with their work provide better customer service resulting in higher levels of customer satisfaction and, ultimately, driving firm revenue. The authors propose an expansion of the service-profit margin identifying the leadership behaviors that create positive employee attitudes and engagement. Specifically, the authors suggest that leaders who focus on recognition, involvement, growth and development, health and safety, and teamwork (Kelloway, Nielsen, & Dimoff, 2017) create a psychologically healthy workplace for customer service providers and, ultimately, an enhanced customer experience.

The purpose of this paper is to examine the literature assessing the return-on-investment (ROI) of healthy workplace programs.

Used a narrative review to summarize and evaluate findings.

Although substantial ROI data now exist, methodological and logical weaknesses limit the conclusions that can be drawn.

A strategy for monetizing the benefits of healthy workplaces that draws on both human resource accounting and strategic human resource management is described.

The promotion of healthy workplaces is an important goal in its own right. To the extent that ROI estimates are important in advancing this goal, these estimates should be based on clear logic and strong methodology.

The paper suggests the need for stronger research designs but also note the difficulties in monetizing outcomes of the healthy workplace.

Based on the socially embedded model of thriving at work and using the conservation of resources and job demands-resources theories, this study aims to examine the mediating role of thriving at work, as a personal resource, in the relationship between workplace safety, as job resource, and well-being.

The authors used structural equation modeling to test the mediation model on a sample of 350 correctional officers.

The results provided support to the authors' model. The authors found that workplace safety is positively linked to job satisfaction and negatively to health complaints, and these relationships are partially mediated by thriving at work. Consistent with the conservation of resources theory, thriving at the workplace is a mechanism that translates the positive effect of workplace safety on well-being.

The contribution of this research resides that a safe work environment leads to improved health and job satisfaction via thriving at work because thriving correctional officers feel energetic and able to acquire and apply knowledge and skills at workplace.

The purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.

This research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).

The key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.

The research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.

The practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.

Society at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.

A unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.

This paper explores the use of the mental fitness and resiliency inventory (MFRI) as a tool for the management of workplace health and well-being. The MFRI provides information on the extent to which positive workplace practices are experienced within three mental fitness domains and five resiliency domains. The purpose of this study was to investigate the factorial structure and internal consistency of the MFRI.

The MFRI was administered to 1,519 employees in multiple workplace environments in Canada. The factorial structure of the MFRI was examined to conduct confirmatory factor analysis (CFA). In addition to the CFA indexes, the internal consistency of each latent construct was calculated, with results reported using Cronbach's coefficient alpha.

The reliability of the MFRI is very high (alpha = 0.973). The fit indexes from the CFA indicate that the model is permissible. The MFRI can be used with confidence to highlight mental fitness and resiliency strengths, as well as areas needing further development in workplace environments.

Limitations may include the selection of fit indexes upon which to base judgment as to whether the model is satisfactory. Although the MFRI model has been confirmed based on the data from the study sample, there is not yet sufficient data to conclude that the model is a true predictive model. Current and ongoing research will enable elaboration on this matter. In addition, formal documented observations regarding the MFRI's face validity and ease of explanation and understanding of the results may confirm a priori expectations on the part of the users and may strengthen the conclusions from this study.

Implications for workplaces arising from the validation of the MFRI include a growth in capacity to measure the existence of positive psychology practices within organizational environments and to identify and address areas for needed growth and development. By assessing the prevalence of mental fitness and resiliency practices in workplace environments, reports can be produced that indicate various levels of development and integration of these practices. The application of the MFRI facilitates the use of evidence-informed decision-making in addressing organizational goals related to positive workplace cultures.

The MFRI is a new, validated instrument that measures the presence of positive practices that contribute to healthy and effective workplace cultures. The results of the MFRI provide workplace health managers with a profile of organizational strengths (practices that are embedded and comprehensive) and areas for development (practices requiring promotion and capacity building) related to mental fitness and resiliency.

Benefits of positive mental health have been demonstrated across work and non-work domains. Individuals reporting positive mental health experience better work performance, better social relationships and better physical health. Additionally, positive work environments can contribute to employee mental health. The purpose of this paper is to develop “expert” consensus regarding practical, actionable strategies that organisations can implement to promote positive mental health in the workplace.

A Delphi consensus method was used to establish expert consensus on strategies to promote positive workplace mental health. A 278-item questionnaire was developed and strategies were rated over three survey rounds by two panels comprising 36 workplace mental health practitioners and 36 employer representatives and employees (27 and 9, respectively), employees with experience of promoting positive mental health and well-being in the workplace (total – 72 panellists).

In total, 220/278 strategies were rated as essential or important by at least 80 per cent of both panels. Endorsed strategies covered the topics of: mental health and well-being strategy, work environment that promotes positive mental health, positive leadership styles, effective communication, designing jobs for positive mental health, recruitment and selection, supporting and developing employees, work-life balance, and positive mental health and well-being initiatives.

The guidelines arising from this study represent expert consensus on what is currently appropriate for promoting positive mental health at work from the perspectives of workplace mental health practitioners, employers and employees, and constitute a resource for translating the growing body of knowledge in this area into policy and practice.

The purpose of this paper is to examine the relationship between abusive supervision and employee health and safety outcomes in Study 1 and to examine the effect of inconsistent leadership, operationalized as the interaction between transformational leadership and supervisor incivility, on employee safety participation in Study 2.

In Study 1, survey data were gathered from n=145 healthcare workers. In Study 2, survey data were gathered from n=177 nurses.

A partially mediated structural model was estimated in Study 1 and the results show that the model provided a good fit to the data χ² (1)=1.27, p=0.23. Abusive supervision predicted safety climate (β=−0.41, p<0.01) and psychological health (β=−0.27, p<0.01). Safety climate, in turn, predicted psychological health (β= 0.40, p<0.01) and safety participation (β= 0.37, p<0.01). Study 2: moderated regression analysis showed that inconsistent leadership significantly predicted employee safety participation, F(5,144)=4.46, p<0.01.

Theoretical and practical implications for creating psychologically healthy workplaces through interventions aimed at improving leader effectiveness are discussed.

Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them.

A qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO).

Results highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers.

The results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results.

In addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.