ORIGINAL ARTICLE

Supervisory behaviour as a predictor of return to work in employees absent from work due to mental health problems

K Nieuwenhuijsen¹, J H A M Verbeek¹, A G E M de Boer¹, R W B Blonk², F J H van Dijk¹

¹ Coronel Institute for Occupational and Environmental Health, Academic Medical Centre, AmCOGG, University of Amsterdam, Netherlands
² TNO Work and Employment, Hoofddorp, Netherlands

Correspondence to:
Correspondence to:
Dr K Nieuwenhuijsen
Coronel Institute for Occupational and Environmental Health, Academic Medical Centre, University of Amsterdam, PO Box 22700, 1100 DD Amsterdam, Netherlands; K.Nieuwenhuijsen{at}amc.uva.nl

Aims: To study supervisory behaviour as a predictive factor for return to work of employees absent due to mental health problems; and to explore the association between conditional factors and supervisory behaviour.

Methods: Eighty five supervisors of employees were interviewed by telephone. Questionnaires providing information on person related factors, depressive symptoms, and sickness absence were sent to the employees at baseline, three months, six months, and after one year. Three aspects of supervisory behaviour during the period of absence were measured: communication with the employee, promoting gradual return to work, and consulting of other professionals.

Results: Better communication between supervisor and employee was associated with time to full return to work in non-depressed employees. For employees with a high level of depressive symptoms, this association could not be established. Consulting other professionals more often was associated with a longer duration of the sickness absence for both full and partial return to work. If sickness absence had financial consequences for the department, the supervisor was more likely to communicate frequently with the employee. Supervisors who were responsible for return to work in their organisation were more likely to communicate better and to consult more often with other professionals.

Conclusion: Supervisors should communicate more frequently with employees during sickness absence as well as hold follow up meetings more often as this is associated with a faster return to work in those employees.

Abbreviations: DASS, Depression Anxiety Stress Scales; HR, hazard ratio; V, Cramer’s V; CI, confidence interval

Keywords: supervisory behaviour; sickness absence; return to work; mental health problems

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