HRM is being developed from Standard administrative duties into a strategic element that influence both satisfaction of employees and company success. A four-day work trend is shown as a new framework to improve mental well-being, productivity and motivation worldwide. Most of the time, traditional patterns of long working hours leads to stress, low productivity and loss of interest in work (Chakraborty & Biswas, 2019). More freedom, opportunity, and meaningfulness to develop themselves are demanded by employees, with the rise of Gen Z and Millennials in the workforce (Man & Ling, 2014).
Strategic Planning Enhance Concentration
Employees can efficiently manage their activities and match their goals with the aims of the company by using Strategic Planning at Work (SPW). Better decision-making, ownership and discipline are promoted by this method (Ferlie & Ongaro, 2015).
Brand Loyalaty Promotes Commitment
Emotional involvement and pride in workers are encouraged by Seeing the Company as a Brand (SCAB). People are more dedicated and motivated to their work when the same values are shared with their organization (Punjaisri & Wilson, 2009).
Happiness and connection are the driving forces behind collaboration
Problem-solving, communication, and teamwork are enhanced by Continual Connection (CC)(Seibert, Wang, and Courtright, 2011). Similarly, engagement, innovation, and a pleasing workplace culture are encouraged by Inspiring Happiness at Work (IHW). Remarkably, when employees have self governance and greater independence, less of an impact is had by providing constructive feedback (PCF) (Jong, 2016).
Conclusion
The four-day workweek concept is one that is fully supported and thought to have the capacity to transform human resources in Sri Lanka. Since human capital is essential to sectors like services, IT, and clothing, the transition to flexible and people-centered work structures can be led by HR. A resilient, creative, and a balance workforce may be developed by HR professionals by promoting employee engagement, well-being, and performance through programs like the four-day workweek coordinating objectives in business with the changing demands of Sri Lankan employees.
References
Chakraborty D., & Biswas W. (2019). Evaluating the
impact of human resource planning programs in addressing the strategic goal of
the firm: An organizational perspective. Journal of Advances in
Management Research, 16(5), 659–682.
Man N. C., & Ling T. W. (2014). Relationships between
working hours and productivity: The case of food services and information
communication industries in Hong Kong. Advances in Economics and
Business, 2(7), 281–292.
Ferlie E., & Ongaro E. (2015). Strategic
management in public sector organizations: Concepts, schools, and contemporary
issues. Routledge.
Punjaisri K., Wilson A., & Evanschitzky H. (2009).
Exploring the influences of internal branding on employees’ brand promise
delivery: Implications for strengthening customer–brand relationships. Journal
of Relationship Marketing, 7(4), 407–424.
Seibert S. E., Wang G., & Courtright S. H. (2011).
Antecedents and consequences of psychological and team empowerment in
organizations: A meta-analytic review. Journal of Applied Psychology,
96(5), 981–1003.
Jong J. (2016). The role of performance feedback and job
autonomy in mitigating the negative effect of role ambiguity on employee
satisfaction. Public Performance and Management Review, 39(4),
814–834.
How Can HR Professionals Help With Employee Mental
Health?
Creating Supportive Workplaces
Dimensions of Employee Wellness
Workers who have mental health issues at work are supported by HRM as a crucial function. The increasing need for a better understanding of mental illness in work enviorment is highlighted by research, targeting on the disclosure processes, employee expereiences, and HR policies. Supportive cultures that improves well-being while lowering the stigma and increasing awareness about mental health at all levels of an organization can be created by HR through the use of inclusive strategies and ethical practices (Sophie, Kayla & Joy, 2021)
HR Strategies and Practices
HRM plays a crucial role in the creation of workpalces that are inclusive and supporting for workers who are suffering from mental illness. Mental health problems are very common and can have an important impact on an each person's general attendance, well-being and productivity. Employees are able to manage difficult situations by handing sucessfully with the support of HR strategies such as modifications at work, training,flexible working hours, and compassionate leadership. In additon to reducing stigma, providing this necessary support increases engagement and let people to make full contributions towards the objectives of the company (Follmer & Jones, 2018). Recognizing and responding to the needs & wants of workers with mental health issues will have positive work cultures and increased commercial and human outcomes (World Health Organization, 2019).
Through job design, rules, and inclusive practices that consider the needs of each employee, HR professionals shape the experiences of their workforce. Understanding disclosure, coping strategies, and personal strengths can equip HR professionals to better support employees' career trajectory and well-being. By valuing diverse abilities and perspectives of employees with mental illness, HR is able to enhance productivity, retention, and overall workplace satisfaction (Peterson, Gordon & Neale, 2017). In the end, ensuring that workers with mental health issues are empowered, supported, and able to do their best work, for the benefit of themselves and business, is a strategic as much as an administrative role of HR.
Creating a Healthier Future Workplace
In conclusion HR has a crucial role in developing inclusive workplaces and supporting workers experiencing mental health problems. HR can reduce stigma and enhance well-being and productivity through tailored policies, accommodations, training, and compassionate leadership. Organizations can enable people and bring about a healthy, equitable, and productive workplace culture-one that benefits everyone, both individually and the organization as a whole-by recognizing individual talents and needs of each employee.
Mental Health at Work
References
Hennekam, S., Follmer, K., & Beatty, J. (2021).
Exploring mental illness in the workplace:the role of HR professionals and
processes. The International Journal of Human Resource Management, 32(15),
3135–3156. https://doi.org/10.1080/09585192.2021.1960751
Follmer, K. B., & Jones, K. S. (2017). Stereotype
content and social distancing from employees with mental illness: The
moderating roles of gender and social dominance orientation. Journal of
Applied Social Psychology, 47(9), 492–504. https://doi.org/10.1111/jasp.12455
Peterson, D., Gordon, S., & Neale, J. (2017). It can
work: Open employment for people with experience of mental illness. Work
(Reading, Mass.), 56(3), 443–454. https://doi.org/10.3233/WOR-172510
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