{"id":2247,"date":"2017-09-01T00:18:37","date_gmt":"2017-08-31T15:18:37","guid":{"rendered":"http:\/\/labor-consultant.com\/?p=2247"},"modified":"2017-09-12T22:37:11","modified_gmt":"2017-09-12T13:37:11","slug":"companies-off-the-mark-with-mental-disorder-countermeasures","status":"publish","type":"post","link":"https:\/\/labor-consultant.com\/ja\/2017\/09\/01\/companies-off-the-mark-with-mental-disorder-countermeasures\/","title":{"rendered":"Companies Off the Mark with Mental Disorder Countermeasures"},"content":{"rendered":"

\"\"\u25c6Stress Management Survey
\nAccording to the results of an \u201corganizational stress management implementation survey\u201d carried out by Nippon Omni-Management Association, countermeasures by companies are out of synch with the causes of mental health problems.
\nThis survey was conducted from December 2016 to January 2017, directly after the first implementation deadline of the newly instituted stress check system,
\nRegarding the progress of the stress check system, the overall stress management situation and other future tasks, the survey has summarized the \u201ccurrent status of the workplace\u201d, \u201cstatus of initiatives relating to mental health\u201d, \u201cimplementation status of the stress check system\u201d and \u201cimprovements to the working environment\u201d.<\/p>\n

\u25c6Discrepancy Between Causes and Countermeasures
\nDuring the survey, when employees were asked about possible countermeasures by the company to improve the working environment in order to prevent mental health problems, the results were: 1st: Reducing long working hours (overtime) (69.4%), 2nd Improving awareness and knowledge of employee harassment, (44.2%) and 3rd: Strengthening harassment prevention \/ countermeasures (35.5%).
\nOn the other hand, when asked about the causes of mental health issues, the results were: 1st: Human relationships in the workplace (64.3%), 2nd: An individual\u2019s personality, and 3rd: Compatibility with supervisor (40.0%). \u201cLong working hours\u201d, which came up as the No. 1 countermeasure, was only ranked 6th as a cause of mental health issues.
\nIn order words, the causes and countermeasures are out of synch.
\n\u25c6Skill Shortage and Staff Shortage
\nAn additional problem with regard to implementing stress management is that there are no employees with specialized knowledge or skills, and supervisors, who play a central role in the management, are often too busy to get around to it.
\nThere\u2019s no point if a supervisor who is supposed to be helping his subordinates manage their stress develops his own mental disorder. Additionally, if the measures aren\u2019t performed well, then even if there are no mental disorders, there might be an outflow of manpower via transfers to other companies etc. which leads to increased stress for the remaining employees and lower moral.<\/p>\n

\u25c6Mental Health Management as a Corporate Management Strategy
\nIf we accept that the main causes of mental health problems are workplace communication and personnel organization, then besides individual personnel management relating to overtime, there is also a need for a company-wide effort from an HR management perspective linked with corporate management strategy to \u201cfoster an atmosphere \/ mindset for stress-free healthy work\u201d.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u25c6Stress Management S […]<\/p>\n","protected":false},"author":1,"featured_media":2248,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[29],"tags":[111],"class_list":["post-2247","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tokyo-hr-headlines-ja","tag-mental-disorder"],"_links":{"self":[{"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/posts\/2247","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/comments?post=2247"}],"version-history":[{"count":6,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/posts\/2247\/revisions"}],"predecessor-version":[{"id":2254,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/posts\/2247\/revisions\/2254"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/media\/2248"}],"wp:attachment":[{"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/media?parent=2247"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/categories?post=2247"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/labor-consultant.com\/ja\/wp-json\/wp\/v2\/tags?post=2247"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}