Two Hidden Factors That Shape Mental Health at Work

When we think about what negatively affects employees’ mental health, the same few things tend to come up: long working hours, stressful deadlines, or difficult people leaders and colleagues. And while those are definitely important, they don’t tell the full story. 

There are several other, less obvious factors that can quietly shape how we feel at work and understanding them can help both employees and HR professionals take meaningful action to support well-being. 

Today, we’ll look at two such factors: sense of coherence and autonomy. They might sound abstract at first, but each plays a very concrete role in how people experience their work and how resilient they are when things get tough. 

1. Sense of coherence: finding meaning and manageability in your work 

“Sense of coherence” (SOC) is a term that might not often appear in everyday HR conversations, but it’s an idea with powerful implications for mental health. It describes the belief that life is comprehensible, manageable, and meaningful. 

Translated into the workplace, “work-related sense of coherence” refers to how understandable, manageable, and meaningful an employee’s current work situation feels. 

In simpler terms: 

• Comprehensible - Do I understand what’s going on at work?
• Manageable - Do I feel I have the resources to handle what comes my way?
• Meaningful - Do I find purpose in what I do? 

Several studies have shown that people with a stronger sense of coherence are more psychologically resilient and better able to cope with stress and unexpected challenges. They tend to believe that they can access and mobilize resources such as time, budget, or social support to overcome difficulties. 

On the other hand, employees with a weaker sense of coherence are more likely to feel disoriented or powerless when faced with change and that can lead to poorer mental health outcomes. 

What can we do about it? 

As employees, we can strengthen our sense of coherence by looking for meaning and predictability in our work. This might mean: 

• Asking for context when new projects or changes are introduced, since understanding the “why” helps things feel more coherent.
• Building routines and habits that bring stability to our days.
• Focusing on the aspects of work that feel purposeful or connected to our values. 

As HR professionals or leaders, we can: 

• Communicate clearly and transparently, especially during times of change.
• Support people in developing their skills and confidence, so they feel equipped to manage their work.
• Share not only what needs to be done, but also why it matters. 

2. Autonomy: having a say in how work gets done 

Having autonomy and feeling in control of our work is a basic psychological need - and one of the strongest predictors of mental well-being at work. 

According to the “Job Demand–Control” model, high job demands (like heavy workload or tight deadlines) can be harmful - but the negative effects can be buffered when employees have high autonomy at their work. 

Autonomy can take different forms: 

• Decision autonomy – having influence over work tasks, how they’re done, or who you collaborate with.
• Autonomy over work intensity – being able to manage your pace, take breaks when needed, or adapting your working hours. 

When autonomy is missing and every minute feels dictated by others, mental strain tends to rise. Large-scale studies have shown that workers with little or no control over their jobs are more likely to develop anxiety, depression, or burnout than those who feel empowered to make decisions. 

What can we do about it? 

For employees, increasing autonomy doesn’t always mean changing the whole system. It can start small: 

• Identify what parts of your work you can influence even if they seem minor (e.g. how you organize your day or where you take your breaks).
• Communicate your needs: if a certain schedule or approach helps you work better, discuss it openly with your manager. 

For HR and leaders, it’s about designing work with autonomy in mind: 

• Give employees room to make decisions about how to achieve goals, not just what to achieve.
• Encourage flexible scheduling when possible.
• Involve employees in discussions that affect their work. 

Small shifts, big impact 

Sense of coherence and autonomy might not be the first factors that come to mind when talking about mental health at work. Yet, together, they shape how people experience their jobs - whether they feel empowered or powerless, supported or left behind. 

For HR professionals, understanding these factors means going beyond reactive approaches (like stress management workshops) and looking deeper at how work is designed and communicated. For employees, it means reflecting on what gives you meaning and where you can take back a bit of control. 

Improving mental health at work doesn’t always require grand programs or major changes. Sometimes, it starts with something much smaller - a clearer explanation or a simple act of trust. 

Sources

Barends, E., Wietrak, E., Cioca, I., & Rousseau, D. (2021). 𝘔𝘦𝘯𝘵𝘢𝘭 𝘸𝘦𝘭𝘭𝘣𝘦𝘪𝘯𝘨 𝘢𝘯𝘥 𝘥𝘪𝘨𝘪𝘵𝘢𝘭 𝘸𝘰𝘳𝘬: 𝘈𝘯 𝘦𝘷𝘪𝘥𝘦𝘯𝘤𝘦 𝘳𝘦𝘷𝘪𝘦𝘸. 𝘚𝘤𝘪𝘦𝘯𝘵𝘪𝘧𝘪𝘤 𝘴𝘶𝘮𝘮𝘢𝘳𝘺. London: Chartered Institute of Personnel and Development.