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Purpose <p>It is estimated that, every year, one fifth of the working population is affected by common mental disorders. Common mental disorders are associated with functional impairments, including those that affect work performance, such as exhaustion and cognitive problems. This systematic review and meta-analysis was conducted to examine the mental health impacts of work-focused interventions involving organisational-level strategies through work modifications and manager cooperation.</p> Methods <p>Studies were eligible for inclusion if interventions incorporated organisational strategies to improve work functioning outcomes for employees with symptoms of common mental disorders and compared the effectiveness of the intervention with a control group. The types of organisational strategies and therapeutic approaches utilised in interventions were also compared. In March 2024, a search was completed across Embase, PubMed, PsycINFO, and CINAHL databases.</p> Results <p>A total of 30 studies met inclusion criteria. Data from 10 studies (<i>n</i> = 2281) was available post intervention to examine work functioning outcomes and from 22 studies (<i>n</i> = 3963) to examine mental health outcomes. Overall pooled effect sizes of work functioning (<i>Standardised Mean Difference</i> = 0.41, <i>Standard Error</i> = 0.08, 95% Confidence Interval = [0.25, 0.57]) and mental health (<i>Standardised Mean Difference</i> = 0.18, <i>Standard Error</i> = 0.05, 95% Confidence Interval = [0.08, 0.27]) outcomes post intervention were small but significant in favour of interventions. These effects were not sustained 12 to 24 months later. Organisational strategies with a focus on work modifications had superior benefits compared to those with a focus on manager cooperation.</p> Conclusion <p>Findings suggests that employees completing work-focused interventions were better supported in the short term than those who received usual care or no intervention. More research needs to be undertaken to assess essential components of organisational strategies, under which circumstances and for whom the implementation of these strategies would be indicated.</p>

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A systematic review and meta-analysis of the effectiveness of work-focused interventions for employees with symptoms of depression, anxiety, and psychological distress

  • 期刊论文

  • 发表日期：

    2025年11月11日

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  • Samineh Sanatkar,
  • Rosie Lipscomb,
  • Katherine Petrie,
  • Daniel Collins,
  • Andrew Arena,
  • Mei Xu,
  • Isabelle Counson,
  • Vita Ligaya Dalgaard,
  • Arnstein Mykletun,
  • Anthony D. LaMontagne,
  • Samuel B. Harvey,
  • Mark Deady

摘要

Purpose

It is estimated that, every year, one fifth of the working population is affected by common mental disorders. Common mental disorders are associated with functional impairments, including those that affect work performance, such as exhaustion and cognitive problems. This systematic review and meta-analysis was conducted to examine the mental health impacts of work-focused interventions involving organisational-level strategies through work modifications and manager cooperation.

Methods

Studies were eligible for inclusion if interventions incorporated organisational strategies to improve work functioning outcomes for employees with symptoms of common mental disorders and compared the effectiveness of the intervention with a control group. The types of organisational strategies and therapeutic approaches utilised in interventions were also compared. In March 2024, a search was completed across Embase, PubMed, PsycINFO, and CINAHL databases.

Results

A total of 30 studies met inclusion criteria. Data from 10 studies (n = 2281) was available post intervention to examine work functioning outcomes and from 22 studies (n = 3963) to examine mental health outcomes. Overall pooled effect sizes of work functioning (Standardised Mean Difference = 0.41, Standard Error = 0.08, 95% Confidence Interval = [0.25, 0.57]) and mental health (Standardised Mean Difference = 0.18, Standard Error = 0.05, 95% Confidence Interval = [0.08, 0.27]) outcomes post intervention were small but significant in favour of interventions. These effects were not sustained 12 to 24 months later. Organisational strategies with a focus on work modifications had superior benefits compared to those with a focus on manager cooperation.

Conclusion

Findings suggests that employees completing work-focused interventions were better supported in the short term than those who received usual care or no intervention. More research needs to be undertaken to assess essential components of organisational strategies, under which circumstances and for whom the implementation of these strategies would be indicated.