How the cult of productivity at work is hitting mental health

The image of the "ideal worker" prevalent in today's corporate culture contributes to the stigmatisation of employees with mental health problems and hinders real inclusion in the workplace. This is the conclusion of management and health researchers who analysed the experiences of employees with depression, anxiety disorders, bipolar disorder and OCD, writes The Conversation.

The so-called "ideal worker" is an employee who is always productive, emotionally stable, constantly available and fully focused on work. However, as the authors of the study emphasise, this image ignores reality: people have responsibilities outside of work, health limitations and different psycho-emotional resources.

How stigma is formed in the workplace

The authors of the study note that the idea of the ideal employee is embedded in corporate processes and HR policies, becoming an unspoken standard for evaluating all employees. Any deviation from this template - especially related to mental health - can be perceived as a shortcoming.

The study is based on in-depth interviews with employees from the private, public and non-profit sectors, working in a variety of professions ranging from engineering and accounting to education and management positions. All participants had diagnosed mental health disorders.

For these workers, the requirement for constant emotional stability is in direct conflict with the nature of their condition, which is often fluctuating.

"Barriers to action" and "barriers to existence"

Researchers identify two types of barriers that the cult of the ideal worker creates:

• "Barriers toaction " - rigid schedules, inflexible workloads, and lack of adaptations for people with invisible or unstable symptoms.

• "Barriers to Existence " - undermining self-esteem and professional identity when an employee is seen as unreliable or incompetent simply because they don't fit the ideal.

For fear of appearing weak or a "burden," many employees with mental health problems begin to work excessively, sacrificing rest and recovery to prove their worth.

The cost of constant self-proofing

This behaviour, according to research, increases the risk of deterioration and relapse. Often employees compensate for periods of ill-health with unpaid overwork, which may indicate a non-inclusive organisational culture.

In addition, HR practitioners often assume that managing mental health is a personal responsibility of the employee rather than a shared task for the organisation. Combined with constant pressure for results, this forms a vicious cycle of stress, exhaustion and increased stigma.

A culture of silence and hidden symptoms

The authors note that in an environment where continuous productivity is valued, disclosing a mental health disorder can be perceived as an occupational risk. As a result, many employees choose to hide symptoms, misrepresent data on medical questionnaires, and visit doctors in secret.

While this strategy can save jobs, it adds to the emotional strain and perpetuates a system in which support remains unavailable or invisible.

The research also revealed a contrast in attitudes towards physical and mental health limitations: while physical adaptations (such as ramps) are perceived as the norm, requests related to mental health are more likely to be met with scepticism or distrust.

From the 'ideal worker' to the 'ideal workplace'

According to the authors, holding on to the myth of the ideal employee not only undermines an employer's duty of care to staff, but also harms organisations themselves - through loss of skilled employees, burnout and recruitment and training costs.

The researchers call for a shift in focus: instead of striving for perfect employees, create perfect work environments. This means abandoning the idea that a worker's value is determined by constant availability and uninterrupted productivity.

A more sustainable approach involves valuing the quality of contributions, flexible work processes and normalising mental illness as part of human diversity.