Mind the Gap : Aligning Workplace Mental Health and Wellbeing Interventions and Support with Employee Needs and Expectations
Kalijärvi, Vanessa (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025093025382
https://urn.fi/URN:NBN:fi:amk-2025093025382
Tiivistelmä
The mental health and wellbeing of employees is becoming increasingly recognised as an important factor of organisational performance and sustainability. This study examined the effectiveness and uptake of current interventions at Libra Partnership, identified gaps in provision and opportunities for improvement. Research combined quantitative survey data with qualitative thematic analysis encouraging a holistic understanding of employee perceptions and experiences.
The findings demonstrated a strong overall awareness of existing wellbeing initiatives. Systemic barriers such as workload pressures, time constraints, and financial insecurity, were identified throughout the cohort as significantly impacting access to wellbeing resources. Employees highlighted the importance of supportive management and opportunities for professional growth, while prioritising enhanced sick pay, increased annual leave, and inclusivity training as preferred areas for investment.
Several well-established theoretical frameworks supported the analysis of data, including the Job Demands–Resources (JD-R) model, Maslow’s Hierarchy of Needs, Psychological Safety, Schein’s Organisational Culture model, Transformational Leadership theory, and Intersectionality. Findings demonstrated that systemic, cultural, and relational factors affect wellbeing, allowing for the development of holistic recommendations that align with employees underlying values.
The study found that Libra Partnership’s wellbeing strategy should prioritise systemic changes over isolated individual offers. By adopting an integrated, multi-level approach that combines primary, secondary, and tertiary interventions, Libra Partnership can not only take steps to prevent ill-health but actively encourage flourishing employees. This research offers actionable insights and recommendations to Libra Partnership and demonstrates the practical application of wellbeing and motivational theories in a small organisational context.
The findings demonstrated a strong overall awareness of existing wellbeing initiatives. Systemic barriers such as workload pressures, time constraints, and financial insecurity, were identified throughout the cohort as significantly impacting access to wellbeing resources. Employees highlighted the importance of supportive management and opportunities for professional growth, while prioritising enhanced sick pay, increased annual leave, and inclusivity training as preferred areas for investment.
Several well-established theoretical frameworks supported the analysis of data, including the Job Demands–Resources (JD-R) model, Maslow’s Hierarchy of Needs, Psychological Safety, Schein’s Organisational Culture model, Transformational Leadership theory, and Intersectionality. Findings demonstrated that systemic, cultural, and relational factors affect wellbeing, allowing for the development of holistic recommendations that align with employees underlying values.
The study found that Libra Partnership’s wellbeing strategy should prioritise systemic changes over isolated individual offers. By adopting an integrated, multi-level approach that combines primary, secondary, and tertiary interventions, Libra Partnership can not only take steps to prevent ill-health but actively encourage flourishing employees. This research offers actionable insights and recommendations to Libra Partnership and demonstrates the practical application of wellbeing and motivational theories in a small organisational context.