Anxietyand depressive symptoms can significantly impact work performance, leading to decreased productivity, increased absenteeism, and difficulties with concentration, decision-making, and interpersonal relationships.
Even when symptoms are below clinical thresholds, they can contribute to presenteeism, where employees are physically present but functioning suboptimally.
Finding effective strategies to manage these symptoms is crucial because it can help employees maintain their work performance, reduce the personal and economic costs associated with mental health issues in the workplace, and promote overall well-being.
Self-management strategiesempower individuals to take an active role in their mental health, potentially complementing or reducing the need for formal interventions.
Key Points
Rationale
The study aimed to address a gap in the literature regarding how workers with anxiety or depressive symptoms manage their mental health while maintaining employment.
Previous research has shown that these symptoms can significantly impact work functioning, even when below clinical thresholds (Beck et al., 2014; Prater & Smith, 2011).
The researchers identified a need to comprehensively document concrete, adaptive strategies that workers use both during and outside of work hours.
This knowledge can inform the development of workplace mental health programs and provide workers with a range of options to manage their symptoms proactively.
Method
The study employed aqualitative approachusing semi-structured interviews based on Flanagan’s (1954) critical incident technique.
Participants were asked to recall and describe situations where they used strategies to manage their symptoms and promote work functioning. The interview guide covered behavioral, cognitive, and affective strategies used both during and outside work hours.
Interviews were recorded, transcribed, and analyzed using NVivo 12 software. A hybrid thematic analysis approach combining deductive and inductive methods was used (Fereday & Muir-Cochrane, 2006).
To validate the findings, an expert committee of 13 members (4 researchers, 4 practitioners, and 5 study participants) rated the relevance of identified strategies on a 1-4 scale.
Sample
25 participants aged 20-60 (M = 35 years, SD = 12.75) from various employment sectors were interviewed. The sample included 9 males and 16 females, working between 25-90 hours per week (M = 35 hours, SD = 12.75).
Participants were recruited through social media and mental health organizations. Eligibility criteria included being 18+ years old, having at least mild-to-moderate anxiety or depressive symptoms for 6+ months, and working 21+ hours per week. Those with severe symptoms were excluded for ethical reasons.
Results
The analysis identified 54 self-management strategies across three main categories:
Behavioral Strategies
“What I had picked up on was mostly the expectations of me, I think I had misunderstood them. So every time I’m given a task that I’m more or less comfortable with, I just say, ‘Okay, what are your expectations? What are your deadlines?'” (Task management)
“If it’s tougher times like in the fall, then I’ll do less overtime. I’ll be more realistic with how my energy level is.” (Work time management)
Cognitive Strategies
These strategies involve mental processes and thought patterns that participants use to manage their symptoms and improve their work functioning. They include 6 themes:
“Look, we’re not doing open heart surgery. Sometimes you have to put things in perspective” or “We’re not flying a plane.” (Managing negative thoughts)
“I think to myself how lucky I am to be able to work on this project, on a project that I find so extraordinary.” (Adopting a positive outlook)
Affective Strategies
These strategies focus on recognizing and regulating emotions to better manage symptoms and enhance work functioning. They comprise 2 main themes:
“I identify my emotion and I’m like, Okay this is it, here I can rationalize. So, instead of trying to hide all the time, and be like: ‘No, I’m not living like that, it’s stupid to live like that.’ Well, stop feeling stupid for having an emotion. Live it. After that, it’s much easier to set it aside.” (Identifying and managing emotions)
“[ … ] I am aware that sometimes there are clients who get angry at us because they don’t like what we say, because it’s just not what they want to hear. But often they come in and they’re already angry, so at that point I really try to put a wall between them and me. And I keep telling myself that: if it had been my colleague, they would have done the same.” (Managing emotions)
Insight and Depth
This study provides a comprehensive inventory of self-management strategies that workers with anxiety or depressive symptoms use to maintain their functioning.
It bridges multiple theoretical frameworks, including job crafting, work-life balance, recovery experiences, and cognitive-behavioral therapy principles.
The findings highlight the proactive role workers can play in managing their mental health, offering concrete options that can be tailored to individual preferences and work contexts.
The study also underscores the importance of considering strategies used both during and outside work hours, recognizing that off-work activities can significantly impact work functioning. This holistic approach provides a more complete picture of how workers navigate their symptoms in daily life.
Strengths
This study had several methodological strengths, including:
Limitations
This study also had several methodological limitations, including:
Implications
The findings have significant implications for workplace mental health initiatives:
However, it’s crucial to note that self-management is not a replacement forprofessional treatmentor organizational-level interventions. The effectiveness of these strategies may vary based on symptom severity, job demands, and available resources.
Conclusion
This study provides valuable insights into how workers with anxiety or depressive symptoms actively manage their mental health to maintain work functioning.
By identifying a comprehensive range of behavioral, cognitive, and affective strategies, it offers a foundation for developing targeted interventions and resources.
However, further research is needed to validate these strategies quantitatively, examine their effectiveness across different job types and symptom severities, and explore how organizational factors influence their use.
The complexity of workplace mental health underscores the need for multi-level approaches that combine individual strategies with supportive organizational policies and cultures.
As work continues to evolve, particularly with the rise of remote and flexible arrangements, understanding and promoting effective self-management strategies will be crucial for supporting workforce mental health and productivity.
References
Primary reference
Roberge, C., Meunier, S., & Cleary, J. (2024). In action at work! Mental health self-management strategies for employees experiencing anxiety or depressive symptoms.Canadian Journal of Behavioural Science / Revue canadienne des sciences du comportement, 56(1), 10–19.https://doi.org/10.1037/cbs0000346
Other references
Beck, A., Crain, L. A., Solberg, L. I., Unützer, J., Maciosek, M. V., Whitebird, R. R., & Rossom, R. C. (2014). The effect of depression treatment on work productivity.The American Journal of Managed Care, 20(8), e294-e301.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology.Qualitative research in psychology,3(2), 77-101.https://doi.org/10.1191/1478088706qp063oa
Chambers, E., Cook, S., Thake, A., Foster, A., Shaw, S., Hutten, R., Parry, G., & Ricketts, T. (2015). The self-management of longer-term depression: learning from the patient, a qualitative study.BMC psychiatry,15, 1-16.https://doi.org/10.1186/s12888-015-0550-6
Fereday, J., & Muir-Cochrane, E. (2006). Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development.International journal of qualitative methods,5(1), 80-92.https://doi.org/10.1177/160940690600500107
Flanagan, J. C. (1954). The critical incident technique.Psychological Bulletin, 51(4), 327-358.
Meunier, S., Roberge, C., Coulombe, S., & Houle, J. (2019). Feeling better at work! Mental health self-management strategies for workers with depressive and anxiety symptoms.Journal of affective disorders,254, 7-14.https://doi.org/10.1016/j.jad.2019.05.011
Morgan, A. J., Chittleborough, P., & Jorm, A. F. (2016). Self-help strategies for sub-threshold anxiety: A Delphi consensus study to find messages suitable for population-wide promotion.Journal of affective disorders,206, 68-76.https://doi.org/10.1016/j.jad.2016.07.024
Prater, T., & Smith, K. (2011). Underlying factors contributing to presenteeism and absenteeism.Journal of Business & Economics Research,9(6), 1-14.
Key learning
Suggested Socratic questions for a college class discussion:
Saul McLeod, PhD
BSc (Hons) Psychology, MRes, PhD, University of Manchester
Saul McLeod, PhD., is a qualified psychology teacher with over 18 years of experience in further and higher education. He has been published in peer-reviewed journals, including the Journal of Clinical Psychology.
Olivia Guy-Evans, MSc
BSc (Hons) Psychology, MSc Psychology of Education
Olivia Guy-Evans is a writer and associate editor for Simply Psychology. She has previously worked in healthcare and educational sectors.
