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Revealing the costs and consequences of hidden mental illness: … and ways of reducing its impact on the employee and employer

Mirella De Lorenzo (Swinburne University of Technology, Hawthorn, United Kingdom.)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 13 October 2014

503

Abstract

Purpose

This paper aims to describe how performance management may inadvertently expose employees with a hidden mental illness to disciplinary procedures.

Design/methodology/approach

It outlines how to manage possible cases of hidden mental illness to ensure HR specialists are providing valuable resources in this area, rather than pursuing a performance-management plan that may be inappropriate and/or ineffectual.

Findings

It highlights the importance of putting into place policies to deal with the high numbers of employees who make the conscious choice to keep their mental disorder hidden.

Practical implications

It explains that stigma and shame will often cause employees to remain silent about such illnesses, but when the symptoms of hidden mental disorders affect attendance and/or performance, the organization can consider adopting policies to deal with this area rather than ignoring it.

Social implications

It reveals that, on average, 20 per cent of employees attend work in any calendar year with a common mental illness.

Originality/value

It provides useful guidance on dealing with mental illness, which is often hidden.

Keywords

Citation

De Lorenzo, M. (2014), "Revealing the costs and consequences of hidden mental illness: … and ways of reducing its impact on the employee and employer", Human Resource Management International Digest, Vol. 22 No. 7, pp. 36-38. https://doi.org/10.1108/HRMID-10-2014-0142

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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