Long-Term Attitude Change After a Single-Day Manager Training Addressing Mental Health at the Workplace

Elena Schwarz, Birgitta Schiller, Kathrin Moertl, Katja Weimer, Marlene Eisele, Johanna Kauderer, Falko Papenfuss, Harald Guendel and Michael Hoelzer
Additional contact information
Elena Schwarz: Department of Psychosomatic Medicine and Psychotherapy, University Medical Center Ulm, 89081 Ulm, Germany
Birgitta Schiller: Department of Psychotherapy Science, Sigmund Freud University Vienna, 1020 Vienna, Austria
Kathrin Moertl: Department of Psychotherapy Science, Sigmund Freud University Vienna, 1020 Vienna, Austria
Katja Weimer: Department of Psychosomatic Medicine and Psychotherapy, University Medical Center Ulm, 89081 Ulm, Germany
Marlene Eisele: Robert Bosch GmbH, 70839 Gerlingen, Germany
Johanna Kauderer: Robert Bosch GmbH, 70839 Gerlingen, Germany
Falko Papenfuss: Robert Bosch GmbH, 70839 Gerlingen, Germany
Harald Guendel: Department of Psychosomatic Medicine and Psychotherapy, University Medical Center Ulm, 89081 Ulm, Germany
Michael Hoelzer: Sonnenberg Klinik gGmbH, 70597 Stuttgart, Germany

IJERPH, 2019, vol. 16, issue 24, 1-14

Abstract: Mental health problems have become one of the most common causes of incapacity for work, and engender high costs to society. Especially managerial behavior was found to have a great impact on employees’ well-being. In order to support those in leading positions in dealing with their own, as well as their employees’, psychological stress factors, we conducted a specific manager training. At the same time, we wanted to find out about the training’s short- and long-term effects. Participants were asked to give information about their knowledge and attitudes concerning mental health (Mental Health Knowledge Schedule, Social Distance Scale), as well as to comment on their own health condition (12-Item Short Form Health Survey, Patient Health Questionnaire) and working situation (Effort–Reward Inventory, Irritation Scale). Data were collected at baseline, as well as 3 and 12 months after the training. Results show long-term improvements in knowledge and attitudes measured by the Mental Health Knowledge Schedule (MAKS: M t1 = 22.88, Mt2 = 23.79, Mt3 = 23.79, p = 0.005) but not in the Social Distance Scale (SoDi: M t1 = 0.96, Mt2 = 0.85, Mt3 = 0.84, p = 0.165). Over the period of time observed, no changes were found regarding health- or work-related instruments. Due to the uncontrolled design of the study, further research is needed to determine the exact effectiveness.

Keywords: common mental disorder; workplace intervention; SMI; social distance (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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