What is the role of cognitive-behavioral career coaching in mitigating work anxiety and depression among public employees?

Abstract

This editorial explores the study by Mkpoikanke Sunday Otu and Maximus Monaheng Sefotho on the use of cognitive-behavioral career coaching (CBCC) to reduce work anxiety and depression among public employees. Public sector workers often face significant psychological stressors, leading to mental health issues that impair well-being and job performance. The study employed a group-randomized trial design, involving 120 public employees diagnosed with severe anxiety and depression. Participants were divided into a treatment group, receiving CBCC, and a control group with no intervention. Results showed a significant reduction in anxiety and depression levels in the treatment group, sustained through follow-up assessments. The findings underscore the clinical relevance of CBCC as an effective intervention for improving mental health among public employees. Future research should explore the scalability of CBCC across different sectors and cultural contexts, as well as its integration with other mental health interventions. This editorial advocates for the broader implementation of CBCC practices in public service to enhance employee productivity and psychological well-being. By addressing cognitive distortions and fostering adaptive coping mechanisms, CBCC can help public employees navigate complex professional environments, ultimately contributing to a healthier and more efficient workforce.

Key Words: Cognitive-behavioral career coaching; Public sector employees; Mental Health; Anxiety; Depression

Core Tip: This editorial highlights the effectiveness of cognitive-behavioral career coaching (CBCC) in reducing work anxiety and depression among public employees. Utilizing a group-randomized trial, the study by Otu and Sefotho demonstrated significant mental health improvements in participants receiving CBCC compared to a control group. The findings suggest CBCC as a valuable intervention for enhancing psychological well-being and job performance in the public sector. Future research should explore its broader applicability and integration with other mental health strategies. Implementing CBCC can lead to a healthier, more productive workforce in public service.

INTRODUCTION

In the evolving landscape of public service, employees face significant psychological stressors that can lead to heightened levels of work anxiety and depression. Recent research has highlighted the multifaceted nature of these stressors and their significant impact on employees' mental health and well-being. For instance, ongoing and episodic stressors have been identified as significantly and positively associated with anxiety and depression among secondary school teachers, underscoring the critical role of coworker support in mitigating levels of anxiety and depression[1]. Similarly, a study on clerical public officers revealed a direct correlation between job stress and psychosocial stress, with job demand positively affecting psychosocial stress, whereas job autonomy and social support were found to inversely influence it[2].

Moreover, the psychological stressors in public service, especially within social work, have been shown to prompt work-related anxiety and depression. Social workers, in particular, are prone to high stress levels from intrinsic job factors, relationships with colleagues, and organizational structures, substantially impacting their emotional well-being and mental health[3]. It has also been found that public service employees experiencing psychological stressors are more likely to develop work-related anxiety and depression, leading to higher occupational stress and potentially necessitating long-term sickness absence due to mental disorders[4].

Emphasizing the importance of emotional intelligence, research has shown it plays an integral role in managing work-related stress and anxiety among security personnel in public service. This highlights the pivotal role that understanding and managing emotions play in coping with stress in high-stress environments like those found in public service[5]. Furthermore, increasing coping resources at work has been suggested as a strategy to mitigate the risk of psychological distress caused by evolving work stressors in public service, pointing towards a proactive approach in managing employee well-being[6].

In summary, the research underscores the complex relationship between psychological stressors in public service and their implications for work-related anxiety and depression. These studies highlight the necessity of supportive work environments, enhanced coping mechanisms, and interventions aimed at reducing stressors to better manage and improve mental health outcomes among public service employees.

The study by Otu and Sefotho[7], delves into the effectiveness of cognitive-behavioral career coaching (CBCC) as an intervention to address these mental health challenges. This editorial aims to provide a comprehensive analysis of the study, emphasizing its significance, methodological rigor, and implications for future research and practice.

SIGNIFICANCE AND BACKGROUND OF MENTAL HEALTH IN THE WORKPLACE

Mental health issues in the workplace, particularly anxiety and depression, are critical concerns that can severely impair an individual's well-being and job performance. Public employees, who often operate under high-pressure conditions and face unique socio-economic challenges, are especially vulnerable to these issues. The vulnerability of public sector employees to job stress is notably higher when compared to their counterparts in the private sector, with significant factors including lack of job control, absence of social support from supervisors, and rigid organizational structures, contributing to their stress levels[8]. Additionally, the relationship between financial stress and job performance specifically among public employees in Negros Occidental has been studied, further highlighting their susceptibility to socio-economic challenges that accompany high-pressure situations[9].

The substantial impact of occupational stress caused by work intensity and the imbalances between material and spiritual needs have been observed in employees within public administration. This imbalance can lead to increased stress and procrastination, indicating that organizations which promote work-life balance are more likely to retain their employees and prevent costs associated with turnover[10]. Moreover, while public bank employees may be less vulnerable to role stress in comparison to private bank employees, the socioeconomic and high-pressure challenges remain significant, with factors such as role overload, role authority, role conflict, and lack of senior-level support contributing to the occupational stress[11].

Healthcare workers within District Health Offices, for example, face hazards stemming from high-pressure challenges such as work duties, time constraints, and high demands, which can precipitate mental health issues like depression, anxiety, and stress if not effectively managed[12]. In addition, the exposure of public employees to political pressures can compromise professional standards, shifting energies from benefiting children to engaging in less legitimate activities and ultimately affecting the quality of educational services[13].

These evidences encapsulate the significant strain public employees endure, driven by their operational environments laden with high-pressure situations and socio-economic challenges. This situation necessitates strategic interventions aimed at enhancing their resilience, mental well-being, and overall job satisfaction to mitigate the adverse impacts of these stressors.

ANXIETY AND DEPRESSION AMONG PUBLIC EMPLOYEES

Anxiety and depression not only affect an individual's mental state but also have tangible impacts on physical health, productivity, and overall job satisfaction[7,14-16]. The study by Otu and Sefotho[7] is particularly relevant in this context, as it provides empirical evidence on the efficacy of CBCC in mitigating these adverse effects. The increasing prevalence of work-related anxiety and depression among public employees calls for effective interventions. Traditional approaches, such as medication and general counseling, while beneficial, may not address the specific cognitive and behavioral patterns that contribute to these conditions. CBCC, with its focus on modifying dysfunctional thought patterns and behaviors, offers a targeted strategy to improve mental health outcomes in the workplace.

METHODOLOGICAL RIGOR: EVIDENCE ON THE EFFICACY OF CBCC

The study employed a group-randomized trial design, which is well-suited for evaluating the effectiveness of interventions in real-world settings[7]. A total of 120 public employees diagnosed with severe anxiety and depression were randomly assigned to either a treatment group, receiving CBCC, or a control group with no intervention. The use of standardized tools, such as the Hamilton Anxiety Rating Scale (HAM-A) and the Beck Depression Inventory (BDI-II), ensured the reliability and validity of the outcome measurements.

Participants in the treatment group received CBCC sessions twice a week, focusing on identifying and modifying negative thought patterns, setting realistic career goals, and developing effective coping strategies. The control group did not receive any intervention during the study period. Data were collected at baseline, post-treatment, and follow-up phases, allowing for a comprehensive assessment of the intervention's short-term and long-term effects.

IMPLICATIONS OF COGNITIVE-BEHAVIORAL CAREER COACHING

The results of the study were compelling. Analysis of covariance indicated a significant reduction in both anxiety and depression levels among participants in the treatment group compared to the control group. These effects were observed not only immediately after the intervention but also maintained during the follow-up period, highlighting the enduring benefits of CBCC.

Specifically, the treatment group showed a marked decrease in HAM-A and BDI-II scores, indicating reduced symptoms of anxiety and depression. The mean scores for anxiety in the treatment group dropped from 44.29 ± 5.46 at baseline to 20.22 ± 6.18 post-treatment and further to 19.40 ± 6.90 at follow-up. Similarly, depression scores decreased from 51.88 ± 6.73 at baseline to 12.31 ± 8.09 post-treatment and 11.63 ± 8.82 at follow-up. In contrast, the control group showed no significant changes in their anxiety and depression levels, underscoring the effectiveness of the CBCC intervention.

These findings have significant implications for public health and occupational mental health strategies. By addressing cognitive distortions and fostering adaptive coping mechanisms, CBCC can help public employees navigate the complexities of their professional environments more effectively[17,18]. The intervention not only reduces immediate symptoms but also equips employees with the skills necessary to manage future stressors, thereby promoting long-term mental health and job satisfaction.

CLINICAL RELEVANCE AND FUTURE DIRECTIONS

The study's findings underscore the potential of CBCC as a viable strategy for improving mental health among public employees. By targeting the cognitive and behavioral underpinnings of anxiety and depression, CBCC offers a comprehensive approach to mental health intervention. This is particularly important in the context of public service, where employees are often required to handle complex and high-stress tasks.

Future research should explore the scalability of CBCC across different sectors and cultural contexts. While the study provides strong evidence of CBCC's efficacy in a Nigerian setting, further research is needed to determine its applicability and effectiveness in other regions and populations. Additionally, studies should investigate the potential benefits of integrating CBCC with other mental health interventions, such as mindfulness training and organizational support programs, to enhance overall employee well-being.

Moreover, the role of individual differences in response to CBCC should be examined. Factors such as personality traits, coping styles, and social support networks may influence the effectiveness of the intervention. Understanding these moderating variables can help tailor CBCC programs to better meet the needs of diverse employee groups.

CONCLUSION

Otu and Sefotho's research[7] contributes valuable evidence to the field of occupational mental health, advocating for the integration of CBCC into employee wellness programs[13]. The study demonstrates that CBCC is effective in reducing work-related anxiety and depression, providing public employees with the tools needed to improve their mental health and job performance. Given the significant impact of mental health on productivity and overall well-being, it is crucial for organizations, particularly in the public sector, to invest in effective mental health interventions like CBCC.

Efforts should be made to implement CBCC practices across Nigeria's public civil service and beyond. By reducing work anxiety and depression, CBCC can enhance the productivity and psychological well-being of public employees, ultimately contributing to a healthier and more efficient workforce.