Depression at workplace  

The World Federation for Mental Health's (WFMH's) report that one out of every five persons suffer from mental depression at workplaces is disconcerting. Their depression leads to absence from work, reduced productivity, poor concentration on work, delay or vacillation in taking decisions and forgetfulness. The WFMH report further elaborates that 10 per cent employees cannot perform their duties properly simply because of their depression. As a consequence an employee loses on an average 36 work days a year. Even a highly qualified employee can fall victim to such mental illness if his or her works go unappreciated and unrewarded. Much also depends on the cooperation one receives or not from one's colleagues in office or factories. In the rat race for career building, though, a few employees or officials themselves take too much pressure on themselves. This may temporarily yield increased productivity but may cause enough harm to creativity -an ingredient in great demand for transition to next higher stage of quality performance.

Sure enough globalisation and capitalism have exerted increased pressure on everyone involved with creation of wealth to go whole hog. The competitive ambience at work places is becoming increasingly hostile to those not particularly gifted with extra reserve for adaptability. Excessive mental or physical labour for low wages or pay packages, threat of retrenchment hanging on the head like the Democles' sword, non-cooperation from colleagues and the fear of losing social status combine together to heighten the mental anxiety of employees and workers. When this happens, family peace also becomes tenuous and at times relationship breaks down leading to mental disorder. The increasing hostile workplace environment is in effect reversing the process of higher productivity.

If this is the global trend of mental state of workers and employees, there is no country-specific study to have an insight into the condition of Bangladesh. But it can be assumed that the country is not lagging far behind in this regard. Introduction of large-scale automation in some industries have already taken a toll on their working hands. In offices not involved with manufacturing as such, however, there is an opposite culture particularly in most of the public sectors. Usually the inefficient and less qualified are in good books because their greatest quality is charlatanism and the ability to toe the lines of their bosses. Add to this the corruptibility of mind and soul, there is indeed a nexus of an abhorrent group.

No wonder, ventures in public sector fail while their competitors in the private sector thrive. The telephone service -both land phone and smart phone - banks and the bus service in the public sector and private sector provide a most glaring example. People assigned to the jobs there are unlikely to suffer any depression or anxiety because they have no accountability. They are happily enjoying their status, salaries and perks for the most deplorable service possible. They may be free from psychological stress but are unlikely to be clear in their conscience.