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Understanding and improving managers' responses to employee depression


Martin, A and Fisher, C, Understanding and improving managers' responses to employee depression, Industrial and Organizational Psychology: Perspectives on Science and Practice, 7, (2) pp. 270-274. ISSN 1754-9434 (2014) [Refereed Article]

Copyright Statement

Copyright 2014 Society for Industrial and Organizational Psychology

DOI: doi:10.1111/iops.12147


Depression is a common mental health disorder, estimated to affect between 20% and 55% of adults in their lifetime, and has recently overtaken heart disease as the leading cause of disability (WHO, 2011). Although managers often believe that mental illness is not their concern or does not exist in their organization, working with an employee with depression is a job demand that most managers are likely to face eventually. As noted in Santuzzi, Waltz, Finkelstein, and Rupp’s (2014) focal article, depression is an ‘‘invisible disability’’ that sufferers may be reluctant to disclose because of self- and other stigma. In one large-scale survey, only about 30% of American employees said they would feel comfortable discussing depression with their supervisor (Charbonneau et al., 2005). In this commentary, we highlight performance-related social cognitions associated with disclosed or nondisclosed depression and suggest ways in which industrial–organizational (I–O) psychologists can assist organizations to improve the management of employee depression.

Item Details

Item Type:Refereed Article
Research Division:Psychology
Research Group:Applied and developmental psychology
Research Field:Industrial and organisational psychology (incl. human factors)
Objective Division:Law, Politics and Community Services
Objective Group:Work and labour market
Objective Field:Work and labour market not elsewhere classified
UTAS Author:Martin, A (Professor Angela Martin)
ID Code:91357
Year Published:2014
Web of Science® Times Cited:14
Deposited By:TSBE
Deposited On:2014-05-15
Last Modified:2017-11-15

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