Why and how do workplaces invest in mental health and wellbeing? A systematic review and process tracing study

Résumé fourni par la source

In recent years, investment in workplace mental health and wellbeing has grown. However, there is little understanding of how resource allocation decisions are made in such settings. To ensure evaluative research can support resource allocation, a process-based understanding of decision-making would be helpful. In phase one a systematic review of the literature on the implementation of workplace mental health and wellbeing schemes was conducted to draw insights on workplace resource allocation processes. In phase two an in-depth case study of a large company was conducted with interviews with those involved in resource allocation and wellbeing. Interviews were coded and analysed using descriptive and explanatory accounts. The findings from the review and case study were combined and developed into a causal process theory. This study shows that the stages in mental health and wellbeing investment revolve around ensuring organisational buy-in, workforce investment, and continual evaluation. Further work is needed to explore the transferability of the resulting process theory across different types of workplaces. However, it is clear that the features of real world decision-making in workplaces present challenges and opportunities for the research community. • Workplaces are increasingly being encouraged to invest in mental health and wellbeing. • We combined a systematic review and UK case study to generate a process theory. • Mental health investment in workplaces features organisational buy-in, workforce investment, and continual evaluation. • Resource allocation practice in workplaces creates opportunities for generating impactful evidence.

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