Employee Well-being in the Spotlight: The Role of HR in Mental Health Support
Abstract
This study investigates the intricate relationship between Human Resources (HR) practices, mental health support, employee engagement, and employee welfare within PT. Ekadharma International, Tbk's Pontianak branch. Through a sample of 65 employees, data was collected and analyzed using Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis. The results indicate a significant direct relationship between HR practices and employee engagement, as well as between HR practices and employee welfare. However, the direct relationship between mental health support and employee engagement was found to be non-significant. Despite this, both HR practices and mental health support were indirectly linked to employee welfare through employee engagement. These findings underscore the critical role of HR practices in fostering employee engagement and welfare, while highlighting the importance of integrating mental health support initiatives with strategies aimed at promoting employee engagement. The implications of these findings are discussed in terms of enhancing organizational performance and employee well-being within PT. Ekadharma International, Tbk's Pontianak branch.
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[4] H. Wang, T. K. Ng, and O. ling Siu, “How does psychological capital lead to better well-being for students? The roles of family support and problem-focused coping,” Curr. Psychol., vol. 42, no. 26, pp. 22392–22403, 2023, doi: 10.1007/s12144-022-03339-w.
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[6] W. Yuwono, D. Danito, and F. Nainggolan, “The effect of authentic leadership and transparent organizational communication on employee welfare with mediation variables of employee trust in medium companies,” Rev. Metod. Cuantitativos para la Econ. y la Empres., vol. 35, no. 35, pp. 250–267, 2023, doi: 10.46661/revmetodoscuanteconempresa.6439.
[7] P. Candra Susanto, N. Henokh Parmenas, H. Tannady, J. Panatap Soehaditama, and C. Author, “Mini Review: Work-Life Balance, Psychological Structure, Employee Resilience, and Organization Commitment to Employee Wellbeing,” Int. J. Psychol. Heal. Sci., vol. 1, no. 2, pp. 56–64, 2023, [Online]. Available: https://creativecommons.org/licenses/by/4.0/
[8] F. Arie, P. 1, E. Cintya Dewi, M. Jannati, A. Fasiri, and M. Ridwan, “The Influence of Islamic Work Ethic on the Welfare of Tempe Business Employees in Kedawung-Cirebon District,” Int. J. Bunga Bangsa Cirebon Ijobba Int. J. Bunga Bangsa Cirebon, vol. 2, no. 2, pp. 106–112, 2023, [Online]. Available: https://journal.bungabangsacirebon.ac.id/index.php/ijobba/WebJournal:http://journal.bungabangsacirebon.ac.id/index.php/ijobba
[9] S. S. Gadzali, “Application of Work-Life Balance in Banking: A Study Of Its Impact on Employee Well-Being,” Return Study Manag. Econ. Bussines, vol. 2, no. 8, pp. 814–820, 2023, doi: 10.57096/return.v2i8.138.
[10] M. A. Islam, D. Hack-Polay, M. Rahman, M. Hosen, A. Hunt, and S. Shafique, “Work environment, HR practices and millennial employee retention in hospitality and tourism in Bangladesh,” Int. J. Emerg. Mark., vol. 19, no. 4, pp. 846–867, 2024, doi: 10.1108/IJOEM-06-2021-0859.
[11] J. Wongsansukcharoen and J. Thaweepaiboonwong, “Effect of innovations in human resource practices, innovation capabilities, and competitive advantage on small and medium enterprises’ performance in Thailand,” Eur. Res. Manag. Bus. Econ., vol. 29, no. 1, p. 100210, 2023, doi: 10.1016/j.iedeen.2022.100210.
[12] R. R. Ahmed, W. Akbar, M. Aijaz, Z. A. Channar, F. Ahmed, and V. Parmar, “The role of green innovation on environmental and organizational performance: Moderation of human resource practices and management commitment,” Heliyon, vol. 9, no. 1, p. e12679, 2023, doi: 10.1016/j.heliyon.2022.e12679.
[13] Gemechu Tufa and S. Kant, “Human Resource Management Practices: Assessing Value Added: Book Review,” J. Soc. Sci. Manag. Stud., vol. 2, no. 1, pp. 23–27, 2023, doi: 10.56556/jssms.v2i1.450.
[14] M. B. Kavyashree, S. Kulenur, P. Nagesh, and T. S. Nanjundeswaraswamy, “Relationship between Human Resource Management Practices and Employee Engagement,” Brazilian J. Oper. Prod. Manag., vol. 20, no. 1, pp. 1–15, 2023, doi: 10.14488/BJOPM.1331.2023.
[15] F. Alanezi, “Assessing the Effectiveness of ChatGPT in Delivering Mental Health Support: A Qualitative Study,” J. Multidiscip. Healthc., vol. 17, pp. 461–471, 2024, doi: 10.2147/JMDH.S447368.
[16] M. Dominiak, A. Gędek, A. Z. Antosik, and P. Mierzejewski, “Mobile health for mental health support: a survey of attitudes and concerns among mental health professionals in Poland over the period 2020-2023,” Front. Psychiatry, vol. 15, no. March, pp. 1–13, 2024, doi: 10.3389/fpsyt.2024.1303878.
[17] A. Sharma, I. W. Lin, A. S. Miner, D. C. Atkins, and T. Althoff, “Human–AI collaboration enables more empathic conversations in text-based peer-to-peer mental health support,” Nat. Mach. Intell., vol. 5, no. 1, pp. 46–57, 2023, doi: 10.1038/s42256-022-00593-2.
[18] H. Ruphrect-Smith, S. Davies, J. Jacob, and J. Edbrooke-Childs, “Ethnic differences in treatment outcome for children and young people accessing mental health support,” Eur. Child Adolesc. Psychiatry, vol. 33, no. 4, pp. 1121–1131, 2023, doi: 10.1007/s00787-023-02233-5.
[19] F. Zabek et al., “Roles and Functions of School Mental Health Professionals Within Comprehensive School Mental Health Systems,” School Ment. Health, vol. 15, no. 1, pp. 1–18, 2023, doi: 10.1007/s12310-022-09535-0.
[20] E. E. Holloway et al., “Low-Intensity mental health Support via a Telehealth Enabled Network for adults with diabetes (LISTEN): protocol for a hybrid type 1 effectiveness implementation trial,” Trials, vol. 24, no. 1, pp. 1–12, 2023, doi: 10.1186/s13063-023-07338-5.
[21] J. D. Pincus, “Employee Engagement as Human Motivation: Implications for Theory, Methods, and Practice,” Integr. Psychol. Behav. Sci., vol. 57, no. 4, pp. 1223–1255, 2023, doi: 10.1007/s12124-022-09737-w.
[22] B. Andrlić, K. G. Priyashantha, and A. C. De Alwis, “Employee Engagement Management in the COVID-19 Pandemic: A Systematic Literature Review,” Sustain., vol. 15, no. 2, 2023, doi: 10.3390/su15020987.
[23] C. Prentice, I. K. A. Wong, and Z. (CJ) Lin, “Artificial intelligence as a boundary-crossing object for employee engagement and performance,” J. Retail. Consum. Serv., vol. 73, no. April, p. 103376, 2023, doi: 10.1016/j.jretconser.2023.103376.
[24] A. Chopra, C. K. Sahoo, and G. Patel, “Exploring the relationship between employer branding and talent retention: the mediation effect of employee engagement,” Int. J. Organ. Anal., vol. 32, no. 4, pp. 702–720, 2024, doi: 10.1108/IJOA-02-2023-3638.
[25] Primadi Candra Susanto, Siera Syailendra, and Ryan Firdiansyah Suryawan, “Determination of Motivation and Performance: Analysis of Job Satisfaction, Employee Engagement and Leadership,” Int. J. Bus. Appl. Econ., vol. 2, no. 2, pp. 59–68, 2023, doi: 10.55927/ijbae.v2i2.2135.
Published
2024-05-14
Section
Articles
Copyright (c) 2024 Ridwan Hakiki, Hendrik Pandiangan, Dendi Zainuddin Hamidi
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
