Workplace Wellness Programs and Mental Health: How Investing in Psychological
Wellbeing Transforms Human Resource Practices
Breana Picchiottino
School of Business, Liberty University Online
BUSI 342: Human Resource Management
Respectfully Submitted to: Professor Shayonne Chrispen
October 6th, 2025
For Bobby Smallwood, July 22nd, 2023, should have been another day working
his security job at an Oregon hospital (Vargas, 2023). Measuring in at six feet five inches
and weighing 270 pounds the job seemed fitting for him given his size, yet it was the size
of his heart that really impacted people. Smallwoods’ sweet demeanor and love for
children made him someone that other people looked up to. That Saturday, Smallwood
had volunteered to cover a shift at Legacy Good Samaritan medical center, helping
provide security to their maternity ward. By 11AM, this decision turned fatal for Bobby
as he was shot and killed by PoniaX Calles, a career criminal with a history of violent
outbursts. At only forty-four, Bobby Smallwood died a hero, defending staffers and
patients until he was ultimately forced to lay down his life to protect theirs. While
Bobby’s death is tragic, the even more tragic reality is that it was preventable. Staffers at
Legacy Good Samaritan medical center had attempted five separate times to report
Calles to their human resource administrators and were ignored every single time
(Vargas, 2024). Although Calle’s previously documented threats of violence and abusive
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behavior were enough to warrant his immediate removal and prohibit future entry, HR
representatives simply responded by emailing support options to employees. Safety
concerns at the facilities were muffled by leadership as cries from employees such as
Bobbi Sua McCollum were consistently ignored (Gooch, 2023). According to her, “We
said it multiple times and no one listened” (Gooch, 2023, para. 3). One of the primary
responsibilities of HR departments is to ensure the creation of a safe working
environment. Bobby Smallwood’s tragic death is a stark reminder that workplace
wellness programs and HR responsibilities extend far beyond routine practices—they are
essential safeguards against violence and harm in the workplace. The failure of HR to
effectively manage risks, listen to employee concerns, and foster a supportive culture
provide evidence of a complete breakdown of the systems in place to protect
employee’s physical and mental wellbeing. Therefore, this paper will explore how HR-led
wellness programs that include mental health components can support a safer
workplace, reduce risk factors for violence, and align with HR’s responsibilities in risk
management, compliance, and organizational culture.
Since 2010, workplace wellness programs have tripled their revenue streams to
more than eight billion dollars, impacting over fifty million workers (Mattke et al., 2012;
Kaiser Family Foundation, 2016, as cited in Jones et al., 2019). Within the US, over half of
corporations with more than fifty employees offer some sort of wellness plan (Cascio,
2025, p. 568). Workplace wellness programs are employer-initiated efforts to enhance
awareness and change behaviors and environments to support healthy habits (Aldana,
2001, as cited in Jones et al., 2019). These programs aim to help employees achieve their
full physical and mental potential through preventative measures that offer lifestyle
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changes (Cascio, 2025, p. 568). Such intervention tactics typically include various
screenings that include biometric screenings, wellness activities to encourage the
adoption of specific behaviors, and health reimbursement arrangements to assess
current healthy habits (Jones et al., 2019). Throughout the screening process, employers
typically utilize self-administered questionnaires relating to an employee’s physical
health, psychological condition, and potential risk factors (Marquez, 2017). Once an
employee’s health has been determined, workplace wellness programs offer guidance
and employ incentives to lead employees into healthier living. Such programs also align
with a
Biblical perspective. First Corinthians 6:19-20 notes that the body of a believer is the
temple of the holy spirit and commands Christians to honor God with their bodies (The
New King James Bible, 1982). The believer’s body has been bought with a price, and
belongs to the Lord rather than the individual. As such, striving to maintain the physical
and mental wellbeing of the body that the Lord has blessed the believer with aligns with
Biblical wisdom and demonstrates strong principles of stewardship.
Workplace wellness programs have traditionally placed the majority of their
emphasis on the physical health of employees (Employee mental health in workplace
wellness programs, n.d.). However, the concept of treating mental health as a secondary
issue within workplace wellness programs has increasingly given way to its integration as
a core concept. Implementing workplace wellness programs that provide an emphasis
on mental health “requires a multi-level approach" (Employee mental health in
workplace wellness programs, n.d., para. 4). Such systems utilize counseling services and
stress management workshops that serve as direct lines of support while also
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highlighting other potential impactors of psychological health such as organizational
structure and workplace culture through training programs and work design
adjustments.
The increase in incorporating mental health services into HR-led wellness
programs has had to keep up with an increase in mental health struggles within the
workplace. A third of US workers have seen their mental health decline in the past six
months with stress and burnout continuing to ravage employees (Crist, 2023). Taking an
annual look, 77% of employees have experienced work-related stress while 52% have
struggled with burnout in the last year (Wellhub Editorial Team, 2025, para. 2). Roughly
35% of employees have stated that their job is damaging to their mental health
(Domingos, 2024, para. 1). Prevalence of this issue is seemingly increasing with each
successive generation with Gen Z reporting the highest rates of negative mental health
due to work at 43% and Baby Boomers reporting the lowest at 20% (Domingos, 2024,
para. 2).
Poor mental health is not just damaging to the employees who are experiencing
it but it is also damaging to their employers. When workers report declined mental
health at work they also report declined levels of engagement (Crist, 2023). Mental
health concerns often lead to reduced productivity and higher rates of employee
turnover as burnt-out employees are three times more likely to be engaging in job
searches (Domingos, 2024, para. 1). Oftentimes, struggling employees may not even
show up to work, reporting four times as many unplanned absences per year compared
with those who are not mentally struggling, which results in a loss in productivity of
almost 48 billion (Wellhub Editorial Team, 2025, para. 14). However, the real danger for
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HR is not found in absenteeism but rather presenteeism. Presenteeism, which is poor
employee performance due to mental health problems such as anxiety or depression
(Wellhub Editorial Team, 2025), is five times more likely to occur than absenteeism and
costs employers about three times as much (Tilo, 2025, para. 5, 8). Depression itself is
estimated to cost the US workforce over 200 million workdays every year which equates
to roughly 44 billion dollars (Wellhub Editorial Team, 2025, para. 14). HR failures to
address mental health within the workplace opens up the firm to incur substantial losses
in productivity and human capital.
Not only does poor mental health play a significant role in the creation of
negative impacts for HR departments in terms of productivity and turnover, it also
jeopardizes the safety of employees and the companies compliance with federal
regulations. Workplace violence is defined as, “assaults and other violent acts or threats
that occur in or are related to the workplace” (Cascio, 2025, p.565). The federal agency
of Occupational Health and Safety Administration (OSHA) expands this definition to
include “any act or threat of physical violence, harassment, intimidation, or other
threatening disruptive behavior that occurs at work” (Lim et al., 2022, p.1). Workplace
violence impacts over 2 million US workers annually (Cascio, 2025, p. 565). However, the
actual number of victims may be higher considering that OSHA notes many cases go
unreported leading researchers to argue that solid statistics for Americans impacted by
workplace violence remains unclear (Wise, 2019).
While incidents of the more common forms of workplace violence such as
bullying, intimidation, and threats may go unreported (Cascio, 2025, p. 565), a plethora
of data exists on more extreme cases such as workplace homicides and mass shootings.
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The workplace is the most common place for mass shootings representing more than
30% of the mass shootings reported during a fifty-five year period (Pereira, 2023, para.
3). In the year 2023, there were 458 people murdered at their work which is an average
of roughly nine per week (Isidore, 2024, para. 3). Over half of all workplace mass
shootings are perpetrated by current employees (Stankiewicz, 2022, para. 7). Dr. James
Dempsey, who serves as deputy director of the Violence Prevention Project, notes that
workplace homicides “often stem from personal grievances that spill over into
professional settings…perpetrators often target what they know. Familiarity breeds
opportunity. When someone is angry or desperate, they act within environments they
understand best”
(Isidore, 2024, para. 16).
Such feelings of contempt often arise from feelings of unfair treatment and the
denial of organisational justice (Stankiewicz, 2022). Fair treatment relates to the concept
of procedural justice which deals with the fair treatment of employees in regards to the
procedures utilized in decision making (Cascio, 2025, p. 502). Focusing on procedural
justice within HR influences an employee’s perceptions of the level of organizational
support they receive which in turn impacts their behaviors (Cascio, 2025, p. 503).
Scripture also urges the integration of policies that are impartial and allows all voices to
be heard. Deuteronomy 1:17a notes, “You shall not show partiality in judgment; you
shall hear the small as well as the great” (The New King James Bible, 1982). Fostering a
fair and respectful work environment is a crucial objective for HR to achieve through
their policies. Psalms 106:3 notes, “Blessed are they who observe justice, who do
righteousness at all times” (The New King James Bible, 1982). Pursuing fairness and
ethical business practices aligns with Biblical wisdom and prioritizes righteous
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living.When HR policies are lacking in procedural justice an employee feels unfairly
treated and unsupported leading to the development of resentment and the desire for
revenge (Stankiewicz, 2022).
Poorly structured organizational culture and a lack of employee support directly
plays into the alarming mental health statistics previously discussed. Consequently, they
also play a large role in extreme incidents of workplace violence. Sixty percent of
workplace shooters were experiencing mental health concerns while seventy-five
percent displayed signs of crisis or changed behavior (Voice of America, n.d., para. 12-
13). Exhibiting crisis signs or concerning behavior is often an early warning sign that an
employee is struggling and may be contemplating violence which is why identification by
HR is crucial (Wise, 2019). A 2018 report by the Federal Bureau of Investigation (FBI)
found that in over fifty percent of the cases where concerning behavior was reported,
the first report was more than two years prior to the attack (Wise, 2019, para. 13). Some
behaviors to look out for include increased aggression, isolation, recent stressors, and
depressed mood (Pereira, 2023). HR representatives must work to foster a vigilant
organizational culture that is equipped to notice when someone may pose a risk to the
workplace (Wise, 2019).
Failing to establish a functional system that enables HR to appropriately manage
and prevent risks drastically affects the safety of employees. A case study examining
workplace violence and HR involvement within the medical field found that most
employees feel unsupported by HR and that the HR department is uninterested in them
as employees (Cavanagh et al., 2025). Additionally, HR was not present during incidents
of violence and employees expressed how “there's little emotional support and
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consideration for employee wellbeing from managers” (Cavanagh et al., 2025, p. 869).
Open communication was discouraged and employees noted that their leadership never
listened to their concerns leaving them with “no voice” (Cavanagh et al., 2025, p. 869).
HR identifying warning signs yet failing to act on them constitutes an issue with
regulations and compliance. According to OSHA, a willful violation occurs when an
employer is aware of a hazardous condition and yet takes no steps to remove it (Cascio,
2025, p. 548). Willful violations demonstrate regulatory issues of compliance with OSHA
and often result in mandatory fines for serious offenses. For example, a health
management firm was cited in 2019 by OSHA for failing to remove a client with a known
criminal history before he stabbed an employee nine times as she attempted to conduct
a home visit (OSH Online, 2019). The ruling set a precedent and noted that, "Employers
are now on notice of their responsibility under existing law to reduce the risks of
workplace violence" (OSH Online, 2019, para. 5).
The data presented so far paints a picture of a faltering HR department plagued
by mental health crises, poorly designed risk management systems, toxic work culture,
and regulatory disasters. Leaders are failing to recognize the needs of their employees
and support them properly and the results of such failures, such as the death of Bobby
Smallwood, have been catastrophically devastating. Proverbs 27:23 notes, “Be sure you
know the condition of your flock, give careful attention to your herds” (The New King
James Bible, 1982). For those in leadership, understanding the wellbeing of employees
and attending to their needs is not only a critical aspect of Biblical stewardship, but also
workplace safety and HR management. HR departments need to experience
revolutionary change and that comes from integrating mental health initiatives into
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workplace wellness programs. In doing so, companies demonstrate a commitment to
enhancing the welfare of employees while still pursuing ethical business practices
(Abbas, 2023).
Caring about employees' mental health through workplace wellness programs
has a visible impact on the daily functions of HR as productivity soars and turnover rates
plummet. Wellness programs foster the creation of community which leads to increased
engagement (Quest Diagnostics, n.d.), and 98% of HR representatives reported a decline
in employee turnover rates since the implementation of the programs (WellHub Editorial
Team, 2025, para. 17). While such programs provide positive benefits to the statistical
aspects of HR, the foundation of a mentally healthy workplace culture begins with
feelings of safety (WellHub Editorial Team, 2025). Workplace wellness programs rest on
protecting employees from harm both physically and psychologically. HR must shift their
focus towards the implementation of wellness programs that establish a safe
environment while managing risks and enhancing organization support.
As previously detailed, incorporating mental health into workplace wellness
programs requires a multi-faceted approach that employs different strategies (Employee
mental health in workplace wellness programs, n.d.). Three of these different strategies
will be explored in detail beginning with Employee Assistance Programs (EAPs). An EAP is
a program that offers “professional counseling, medical services, and rehabilitation
opportunities to all troubled employees” (Cascio, 2025, p. 561). Such programs typically
aim to provide employees with access to mental health care professionals that offer
counseling services on-site or through external providers
(Employee mental health in workplace wellness programs, n.d.). EAPs serve as a form of
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“proactive psychological intervention” (Employee Assistance Programs as a Preventive
Approach to Workplace Violence, n.d., para. 4), and are successful in preventing
workplace violence by emphasising stress and coping theories, social support models,
and the framework of organizational behavior (Employee Assistance Programs as a
Preventive Approach to Workplace Violence, n.d.). Research has indicated that placing an
emphasis on communication and healthy copying skills plays a large role in preventing
workplace violence (Lim et al., 2022). While EAPs address individual risk factors oneon-
one with individuals, they also work to adjust the organizational factors that contribute
to workplace violence through managerial training programs, consultation services, and
organizational interventions (Employee Assistance Programs as a
Preventive Approach to Workplace Violence, n.d.). When EAPs are utilized as a primary
form of prevention by HR to reduce the violent risk factors before incidents occur they
are found to be wildly successful. Primary prevention is achieved through the
implementation of wellness programs, stress management training and organizational
climate intervention as well as promoting help-seeking behaviors and cultivating an
organizational culture that supports mental health and conflict resolution. Instituting
EAPs in such a manner was found to reduce workplace violence by 45% (Richmond et al.,
2004, as cited in Employee Assistance Programs as a Preventive Approach to Workplace
Violence, n.d., para. 14).
Employing EAPs as secondary forms of prevention is equally as important to
discuss within the context of HR responsibilities. This line of prevention includes
components of risk management as the focus rests on identifying and intervening with
individuals that present elevated levels of risk for violent behaviors through screenings,
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assessments, and targeted intervention strategies (Employee Assistance Programs as a
Preventive Approach to Workplace Violence, n.d.). The implementation of these
secondary prevention tools manifests in enhanced supervisor training to recognize
behavioral warning signs, managerial consulting services for leaders dealing with
troubled employees, and specialized interventions. Utilizing these practices through
EAPs reduced the risk of violence among high-risk employees by 55% (VandenBos and
Bulatao, 1996, as cited in Employee Assistance Programs as a Preventive Approach to
Workplace Violence, n.d., para. 17). Such results showcase the advantages of EAPs and
suggest potential pathways for HR to pursue when examining mental health initiatives
and workplace wellness programs. EAPs were found to maintain effective violence
prevention over a five year period given that the implementing organization provided
ongoing support and maintained continuous involvement (Csiernik, 2005, as cited in
Employee Assistance Programs as a Preventive Approach to Workplace Violence, n.d.).
EAPs are not temporary tools of intervention but rather ongoing organizational
investments into the wellbeing of employees (Employee Assistance Programs as a
Preventive Approach to Workplace Violence, n.d.).
The second approach is the development of a strong psychological safety climate
(PSC). The PSC theory focuses on an organization's role in protecting and promoting
psychological health (Dollard & Bakker, 2010, as cited in Employee mental health in
workplace wellness programs, n.d.). Strong psychological safety climates “exists when
management prioritizes mental health, communicates its importance clearly, and
implements supportive policies” (Employee mental health in workplace wellness
programs, n.d., para. 11). While PSC have a substantial impact on the mental health of
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employees they also play a direct role in the effectiveness of wellness programs
(Employee mental health in workplace wellness programs, n.d.). Fostering a robust PSC
creates space for employees to express their concerns and speak openly about mental
health struggles without fear of repercussions. Such open communication is vital for
prevention of workplace violence. A systematic review of thirty-eight different studies
found that PSC was negatively associated with incidents of workplace mistreatment and
positively associated with mental well-being and personal resilience (Amoadu et al.,
2024). When organizations displayed weak PSC, higher levels of depression, stress, and
distress were reported, confirming the benefits of cultivating a strong PSC. If HR
departments are seeking to improve their organizational culture, PSC acts as a bridge
between the health-concerns of leadership and the mental health struggles of
employees.
Proverbs 18:13 notes, “He who answers a matter before he hears it, it is folly and shame
to him” (The New King James Bible, 1982). When HR fails to establish a system that seeks
to listen to their employees and their concerns they set themselves up for cultural
failure and regulatory disaster. The groundwork for any successful mental health
initiative begins with the establishment of a supportive environment and a strong
psychological safety climate where employee voices can be expressed and heard
(Employee mental health in workplace wellness programs, n.d.).
The final approach to workplace wellness that includes mental health emphasis is
through enhanced training and workplace violence prevention programs (WPV). Training
is a crucial element of workplace wellness programs as employees are equipped with the
knowledge and skills to recognize risks, support coworkers, and access company
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resources (Employee mental health in workplace wellness programs, n.d.). HR training
initiatives impact employees at all levels as managers are versed in recognizing distress
signs and initiating supportive conversations while employees are educated on self-care
tactics and creating a supporting team culture. Leaders and employees need to be
confident in conflict resolution and effective communication as well as how to report
incidents of violence or potential risks (Cascio, 2025, p. 566).
Increasing awareness of reporting procedures and available company resources
also works to help fulfill HR’s responsibilities in compliance while simultaneously
increasing workplace safety. Under OSHA regulations, employers are required to satisfy a
general duty of care clause that establishes a safe and healthy working environment for
employees (Simeone & Crimando, 2018). Implementing a workplace violence prevention
program (WPV) aids in demonstrating that such requirements are being met. Many WPV
fail to accurately display all of OSHA’s required review criteria while additional gaps
reportedly exist regarding facility-specific risk assessments and policies (Arbury et al.,
2017). Successful WVP requires that reporting mechanisms and escalation portals are
clearly defined as well as training commitments and requirements (Simeone &
Crimando, 2018). For example, one study found that improving documentation systems,
updating response policies and procedures for violent incidents, and crafting a
behavioral safety management plan decreased incidents of workplace violence by 37%
(Babin et al., 2025,
p. 1). An alternative study that focused on the use of WPV in treatment plans and
communication strategies saw almost a 18% decrease in workplace violence in just nine
months while the coping resources of employees increased (Cai et al., 2023, p. 1). As
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noted by researchers Simeone and Crimando (2018), “employees are an organization's
greatest asset” (p. 13). WPV takes a collaborative approach between HR and corporate
leaders to recognize this value and establish a safe working environment where risks are
assessed and mitigated (Simeone & Crimando, 2018). Employees are empowered to take
ownership of their safety and are given a voice within the workplace to protect
themselves from falling victim to workplace violence.
Had Bobby Smallwood worked for an organization that prioritized safety, cared
about the mental well-being of employees, and desired to fulfill their HR responsibilities
of risk management and compliance, he may still be alive today. The current landscape
of HR departments in relation to mental health and workplace wellness programs
provides ample room for improvement. Colossians 3:23 establishes a guiding principle
for HR representatives as they pursue policy changes and organizational restructuring
noting that, “Whatever you do, work at it with all your heart, as working for the Lord,
not for human masters” (The New King James Bible, 1982). The multi-layer approach to
incorporating mental health initiatives into workplace wellness programs detailed
throughout this paper offer numerous avenues for HR to explore. Striving towards the
psychological well-being of the workforce bolsters HR’s capabilities in managing risk and
regulatory compliance while furthering a supportive organizational culture and most
importantly keeping employees safe. Bobby Smallwood’s tragic yet preventable death
serves as powerful reinforcement that caring about employees' physical and mental
health is not an option for HR departments, it is a moral and institutional imperative.
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