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Title:
Examining the Impact of Non-monetary Benefits on
Employee Mental Well-being

Program: MSc - IHRM M2 - Grenoble (2022 - 2024)

Academic Year: 2023-2024

Dissertation / Project / Internship Report: Final Dissertation 2023-2024

Student Name: Lina María Echeverry - ID: 220312

School Tutor / Evaluator Name: Claire Le Breton

Keywords: (cf. Thesaurus du Management):

COMPENSATION

LEADERSHIP

STRESS

HUMAN RESOURCES MANAGEMENT

Content
Abstract ............................................................................................................................................... 3
Introduction ......................................................................................................................................... 4
Research Questions ......................................................................................................................... 5
Literature Review ................................................................................................................................ 6
Compensation (Direct & Indirect) .................................................................................................. 6
Relational Rewards ......................................................................................................................... 9
Maslow Theory .............................................................................................................................. 10
Employee engagement ................................................................................................................... 12
Effective leadership ....................................................................................................................... 14
Work stress .................................................................................................................................... 15
Burnout.......................................................................................................................................... 17
Methodology ..................................................................................................................................... 20
Approach ....................................................................................................................................... 20
Context .......................................................................................................................................... 21
Interview guide .............................................................................................................................. 24
Participants ................................................................................................................................... 25
Data Collection ............................................................................................................................. 25
Ethical considerations ................................................................................................................... 26
Data Analysis ................................................................................................................................ 26
Coding ........................................................................................................................................... 27
Results ............................................................................................................................................... 29
Discussion ..................................................................................................................................... 39
Discussion ..................................................................................................................................... 39
Limitations..................................................................................................................................... 42
Future Research ............................................................................................................................ 43
Recommendations for practice ...................................................................................................... 45
Personal reflections ...................................................................................................................... 47
Conclusion......................................................................................................................................... 49
References ......................................................................................................................................... 52
Appendix ........................................................................................................................................... 56

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Abstract

This study aims to establish a relationship between employees' mental health and the
non-monetary benefits a French company provides. It examines the effects of commonly
known non-monetary benefits like protection and workplace, as well as the less explicit ones
that form part of the organizational culture, such as work-life balance and leadership. The
study offers valuable insights into how organizations can create a healthy and supportive
work environment.

Employee engagement, a key concept in contemporary human resource management (HRM),

is directly related to the concept of a healthy work environment. Employee engagement
emphasizes the importance of emotional commitment and dedication among employees
toward their work and the organization. Organizations can significantly boost engagement
by enhancing non-monetary benefits such as work-life balance and effective leadership.
Engaged employees, driven by a sense of purpose, experience higher job motivation and
contribute more effectively to organizational goals.

However, achieving and sustaining high levels of employee engagement is unquestionably

challenging, particularly in today's work environment, which brings various stressors that
can negatively impact engagement levels and overall well-being (Bakker & Albrecht, 2018).
Therefore, understanding and addressing work stress is not just important but vital to creating
a supportive and healthy work environment conducive to engagement.

The significant findings of this study can contribute to the contemporary Human Resources
Management field, empowering HR professionals to make informed decisions. This will also
contribute to developing inclusive policies and resources to promote a mentally healthy
workplace, providing some tools to create a supportive environment.

Keywords: compensation, non-monetary benefits, employee engagement, mental health,

work stress, leadership

3
Introduction

Society is evolving, and as a result, employee expectations are changing as well. In

response to this shift, Human Resources Management is transitioning from focusing solely
on routine to adopting a more strategic approach. This change involves moving beyond day-
to-day administrative duties towards strategies that attract, motivate, and retain talent within
the organization. HR is also working to gain a deeper understanding of the business. When
it comes to compensation and benefits, the goal is not just to ensure fair pay but also to
develop a well-designed approach, a carefully crafted compensation and benefits strategy can
contribute to achieving this objective, and there are various ways to explore in pursuit of this
goal. The relevance of this topic for HR cannot be overstated, as addressing these changing
expectations is crucial for maintaining a competitive edge in talent management.

Developing a comprehensive compensation and benefits strategy involves taking a total

reward approach. This means considering all aspects of rewards, beyond fair pay. The
approach integrates different reward elements to create a full package that aligns with
industry standards and legal requirements. Non-monetary benefits, such as development
opportunities, recognition, and work-life balance initiatives, are increasingly recognized as
vital for improving employee engagement and motivation.

The benefits that a company offers its employees depend on the organization's size and
capacity. To ensure they provide competitive benefits without incurring excessive costs,
organizations should conduct market research to understand other companies' offerings in
the sector and analyze trends in other countries. By reviewing these factors, organizations
can create a compensation and benefits strategy that aligns with market standards, enhances
their attractiveness to potential employees, and supports retention efforts.

In addition to compensation and benefits, employee engagement and mental health are vital
factors contributing to organizational success. Therefore, organizations should prioritize
creating a work environment that fosters high levels of employee engagement and supports
mental well-being.

Maintaining a positive mental health environment is crucial for organizations to support

employee well-being and optimize performance. This combines creating a supportive,

4
engaging, and rewarding work environment with competitive compensation, benefits,
opportunities for career growth, and a positive culture. Leadership plays a pivotal role by
fostering exceptional support and managing challenging situations effectively.

This qualitative study explores the impact of non-monetary benefits on employee motivation
and mental health. By reviewing existing literature, conducting interviews with employees,
and analyzing industry best practices, this research will provide evidence-based strategies for
organizations. These strategies aim to enhance employee engagement, support mental well-
being, and effectively manage workplace stress. Given the growing emphasis on mental
health in the workplace, these insights and practical recommendations will be invaluable for
organizations looking to improve their HR practices and create a more engaged, motivated,
and healthy workforce.

Research Questions

The following research questions have been formulated to guide this investigation:

o Is there a connection between employee mental health and the non-monetary

benefits offered by the employer?

This question aims to determine if there is a meaningful connection between the non-
monetary incentives offered by employers, such as initiatives to promote work-life balance
and opportunities for professional growth, and the mental health of employees. Examining
this association can provide valuable insights into how non-monetary benefits can be
strategically designed and leveraged to improve the overall well-being of the workforce.

o Are non-monetary incentives more powerful than relational rewards

(recognition, development, leadership) in influencing employee engagement and
motivation?

This question seeks to define whether non-monetary traditional incentives are more
effective than relational rewards in impacting employee attitudes and behavior. Since various
incentives can influence employees differently, understanding the potency of each incentive
type can help organizations tailor their compensation strategies to enhance employee
engagement and satisfaction.

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 o Can leadership be considered a non-monetary benefit for employees?

This question explores the perception of leadership quality as a non-monetary benefit and
its impact on employee motivation and satisfaction. By examining how leadership is valued
relative to other forms of compensation, the study will assess the potential of effective
leadership to serve as a catalyst for enhancing employee engagement.

By answering these questions, this study aims to provide evidence-based strategies that can
help organizations create compensation and benefits policies that not only meet market
standards but also align with the changing needs and well-being of their workforce.
Moreover, the study aims to explore the concept of relational rewards, which includes aspects
such as leadership, recognition, and self-development, to understand how they can impact
employee engagement. This approach will help to improve our understanding of how
different aspects of HRM practices affect the overall health and satisfaction of employees,
thus supporting the development of more comprehensive and effective HR strategies.

Literature Review

Compensation (Direct & Indirect)

In the context of HR management, compensation design is a strategic process tailored

to align organizational needs and market standards. It usually begins with benchmarking to
analyze industry standards to ensure competitive pay structures and fairness. This involves
analyzing compensation data from comparable roles in the same sector and geographic area.
Additionally, job analysis is essential to define each position's responsibilities and
requirements, which helps determine appropriate pay scales (Milkovich et Al., 2021). This
alignment of job responsibilities with compensation supports recruitment strategies and
employee retention while also considering organizational goals and budget constraints to
ensure the sustainability and attractiveness of pay structures.

Compensation strategies, a key focus in human resource management literature, vary widely.
This dissertation examines the models of direct and indirect compensation as discussed by
Tulasee and Satyanaryana (2018) and compares these with the concepts of extrinsic and
intrinsic compensation found in other studies. Direct compensation encompasses core

6
payments like salaries, wage adjustments based on incentives, seniority, merit, and legally
mandated benefits such as social security and medical leave. It also includes discretionary
benefits like health insurance, paid time off, and retirement plans, ensuring employees
receive tangible recognition of their value, which is essential for motivation and job
satisfaction (Hasman et al., 2021).

Furthermore, the discussion on total rewards, introduced earlier, includes indirect

compensation, which encompasses elements beyond salary that contribute to employee
motivation. While salary is fundamental, Mura et al. (2019) suggest that non-monetary
rewards can significantly enhance employee satisfaction and motivation, often more so than
traditional financial rewards. Combining direct and indirect rewards, this comprehensive
compensation approach is vital for attracting, retaining, and satisfying employees (Armstrong
& Murlis, 1999).

Figure 1

Total Compensation System

Note: Adapted from Armstrong, M. & Murlis, H. (1999). A Handbook of Human Resource
Management Practice Reward Management, pp. 21

Organizations can provide different types of benefits to their employees, either in the
form of monetary or non-monetary incentives. This literature review will concentrate on the
benefits offered by a French company, which is being researched at one of its specific sites.
It is crucial to note that not all workers receive equal compensation, as revealed by the
company's C&B Global Director.

7
The compensation structure of the company is as follows:

• Monetary compensation
o Salary: Basic compensation provided to all employees.
o Bonus: Performance-related payouts.
o Profit Sharing: Profits distributed among employees based on company
performance.
o Retirement Planning: Programs to assist with future financial security.
o Health: Health insurance and related benefits.
o Stock Options: Offered exclusively to senior leaders as part of long-term
incentive plans.

• Non-monetary benefits (as outlined in the Offer Letter):

o Paid Time Off: Vacation, holiday, and personal time allowances.
o Training: Professional development and skill enhancement opportunities.
o EAP (Employee Assistance Program): Support for legal, financial, or
psychological topics.
o CSE (Social and Economic Committee): Discounts for theater, parks, and
additional gym memberships.
o Gym: Access to company fitness facilities.
o Library: Availability of a workplace library.
o Canteen: Subsidized or company-funded dining facilities.
o Hair Salon: On-site hair care services.
o Team Building Activities: Events designed to enhance teamwork and
collaboration.
o Extended Parental Leave: Additional leave options.
o Paid Volunteer Day: Opportunities for paid engagement in community service
activities.

The integration of both monetary and non-monetary benefits is crucial in creating a complete
compensation strategy that aligns with employee needs and organizational objectives. As
businesses attempt not only to attract but also retain top talent, they must ensure that their

8
compensation packages are both comprehensive and competitive (Storey & Wright, 2023).
This requires a careful balance between direct financial incentives and indirect benefits that
enhance quality of life and job satisfaction. Organizations that prioritize the professional and
personal growth of their employees can create a more committed and satisfied workforce,
leading to improved organizational performance and reduced turnover rates.

Relational Rewards

Recognizing that more benefits do not always relate to greater employee satisfaction
is important. Some non-monetary benefits cannot be explicitly outlined in an "Offer Letter"
because of their intangible nature and variability across different areas of the company
(Mittal, K., 2018). These benefits, called relational rewards, are related to learning and
development opportunities in the company, but they are not always formally promised in job
offers. The following are some examples given by Armstrong, M. & Murlis H. (1999):

o Leadership: Quality of leadership styles. Providing effective feedback and

having meaningful conversations are important.
o Opportunity to Contribute: Allowing employees to impact the company
meaningfully.
o Appreciation & Recognition: Creating a culture where employees feel valued
and acknowledged.
o Professional Development: Opportunities for career advancement and skill
development.
o Coaching and Mentoring: Providing support and guidance for professional
growth.
o Work-Life Balance: Having the opportunity to balance work responsibilities
with personal life.
o Flexibility: Flexible working hours and the option to work remotely.

Organizations must integrate a comprehensive total rewards strategy that combines

substantial monetary and non-monetary benefits. However, the true strength sits in
effectively integrating relational rewards, which significantly impact the organization
(Thompson, 2002). These components are vital for fostering a holistic employee experience

9
and are key contributors to job satisfaction and organizational loyalty, even if they are not
explicitly detailed in job offers. It is also important to regularly review and update the total
compensation package to ensure competitiveness in the market (Harrington, 2023).

Maslow Theory

Maslow's Hierarchy of Needs, introduced in 1943, offers a different way to explore

how non-monetary benefits influence employee well-being. This theory suggests that a
hierarchy of needs drives human motivation: physiological, safety, love/belonging, esteem,
and self-actualization, where each level must be satisfied before moving to the next higher
level (Jyothi, 2016).

According to this research, employees' basic needs for comfort and survival are met through
workplace facilities and fixed salaries. Additionally, safety needs are addressed through
benefits such as insurance, pension, and healthcare. Creating a secure and supportive
workplace environment is crucial for fulfilling employees' psychological needs and fostering
a sense of esteem (Greenberg, 2021). To achieve self-actualization, the focus should be on
initiatives that enable employees to realize their potential and receive recognition for their
contributions.

Moreover, it is essential for businesses and Human Resources practices to align with these
higher-level needs in order to enhance employee satisfaction and productivity (Maslow,
1943). By recognizing and integrating these needs into organizational policies, companies
can create an environment that supports the holistic well-being of their employees, leading
to a more motivated and engaged workforce. This approach not only benefits the individuals
within the organization but also contributes to the overall success and sustainability of the
business.

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Figure 2

Maslow's Hierarchy of Needs (1943)

Note: Adapted From Non-Monetary Benefits & Its Effectiveness in Motivating Employee’s
Article (Jyothi, 2016)

Addressing the higher-level needs of employees, such as self-esteem and self-

actualization, within an organization is crucial for fostering a more engaged and satisfied
workforce. When employees feel that their deeper psychological and developmental needs
are being recognized and nurtured, they are more likely to form a strong emotional
attachment to their organization. This emotional attachment is a fundamental component of
employee engagement (Jaganjac et al., 2020). Creating an environment that fosters self-
fulfillment significantly contributes to individual performance and overall organizational
culture.

Organizations that prioritize the well-being and personal growth of their employees are more
likely to have a workforce that is not only engaged but also committed to the organization's
success. This alignment of individual and organizational goals creates a positive feedback
loop, where employees are motivated to perform at their best, leading to improved
organizational performance and a culture of success (Kowalski & Loretto, 2017).

Expanding Maslow’s Hierarchy of Needs theory to modern workplace practices, it becomes

evident that organizations can significantly impact their employees by recognizing and

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addressing the holistic overview of employees' needs (Greenberg, 2021). It is essential to
focus on comprehensive compensation strategies that can foster an environment where
employees feel truly supported and valued across their needs, from physical to self-
development. This approach is critical not only for personal satisfaction but also for
organizational productivity and employee engagement. By integrating these principles into
Human Resources practices, it will create a culture where employees feel motivated to
achieve their higher potential and contribute to success.

Employee engagement

Organizations must focus on employee engagement to create a work environment that

contributes to employee well-being and high performance. This refers to the level of
commitment and connection that employees have with their work and the company. A highly
engaged workforce is often more productive, satisfied, and committed to their work
(Demerouti et al., 2001). Employee engagement encompasses employees' emotional
commitment, involvement, and enthusiasm toward their work and the organization. Engaged
employees are motivated, dedicated, and actively contribute to achieving organizational
goals. They exhibit higher job satisfaction, productivity, and innovation levels, leading to
improved performance and organizational success (Bakker & Leiter, 2010). Consequently,
organizations are investing in initiatives to enhance employee engagement as a critical driver
of competitive advantage.

To comprehensively address employees' self-fulfillment needs and foster a high-performance

culture within organizations, it is essential to explore the complex concept of employee
engagement. Although various definitions of employee engagement exist, there has not yet
been an agreement on an entirely validated definition. This literature review aims to dissect
these differing interpretations as presented by numerous scholars and underscore the key role
of employee engagement in achieving organizational excellence.

According to Kular et al. (2008), the core drivers of employee engagement include effective
communication, opportunities for upward feedback, and a visible commitment from
managers to the organization. These elements are pivotal in cultivating an environment where
employees feel heard and valued, significantly enhancing their engagement levels.

12
Motivation is another critical factor in bolstering employee engagement. When employees
are motivated, they are likely to perform tasks efficiently, invest significant time and energy
into their work, and strive for excellence. Tenney et al. (2022) argue that engaged employees
are not just committed to their roles; they are driven by an organizational culture that fosters
respect, recognition, and continuous personal and professional growth. Such a culture is vital
for translating individual efforts into collective organizational success, thus strengthening the
link between employee well-being and the broader strategic objectives of the company.

Recognition, as discussed by Armstrong and Murlis (1999) in their Reward Handbook, also
plays a crucial role in enhancing workplace productivity. They emphasize that employees
need to be aware of how well they have met their objectives and that their achievements are
appreciated. This acknowledgment not only boosts motivation but also increases job
satisfaction, instilling a more profound sense of commitment toward the organization and its
goals. When employees feel valued and appreciated, it fosters a sense of belonging to
something greater than themselves, which can significantly enhance productivity and
dedication.

However, several challenges can impact employee engagement, such as workload,

compensation issues, work-life balance, leadership style, participation in decision-making,
flexibility, and physical and social workplace conditions. These factors can influence
employee turnover and overall satisfaction levels within the company. Therefore, it is
fundamental to address these potential hurdles comprehensively when assessing and
implementing strategies for employee engagement (Jaganjac et al., 2020).

Therefore, fostering employee engagement is an intricate process that requires a strategic

approach to address multiple aspects of the work environment and employee relations
(Jyothi, 2016). By understanding and implementing the key drivers of engagement—such as
effective communication, motivation, recognition, and addressing potential challenges—
organizations can ensure that their employees are not only satisfied but are also active
participants in the success of the business. This strategic focus on employee engagement will
enable organizations to achieve a sustainable high-performance culture that aligns with their
overarching goals and objectives.

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Effective leadership

The concept of leadership is multifaceted and can be defined in numerous ways,

reflecting its fundamental complexity and diversity. Leadership has evolved significantly
over time, gaining increasing relevance with the advent of new working paradigms.
According to Turpin (2016), the VUCA (Volatile, Uncertain, Complex, and Ambiguous)
world is the new model and will continue to shape the future. Turpin explains that we are
transitioning from authority to trust, from hierarchy to networking, from decision-making to
inspiration, and from power to self-awareness.

Robinson and DePass (2023) define effective leadership as the ability to combine strategic
vision with genuine care for teams and employees, creating a workplace culture where
everyone feels integrated and valued. This modern leadership paradigm shifts the focus from
merely achieving business goals to cultivating a resilient, inclusive, and successful
organizational environment. This perspective emphasizes the importance of leaders fostering
an environment where employees feel valued and motivated.

Forbes (2015) notes that leadership is not about seniority, titles, or positions, but rather about
the capacity to influence and inspire others to achieve a common goal. This definition
highlights the relational and interactive aspects of leadership, stressing the importance of
social influence and collective effort. Similarly, McKinsey & Company (2022) define
leadership as the ability to guide and impact by providing support, aligning collective
direction, executing strategic plans, and fostering organizational renewal. This view
underscores leadership as a set of learnable behaviors that drive outcomes and emphasizes
the need for a blend of strategic vision and relational influence.

Effective leadership, therefore, is a complex, evolving concept that requires a blend of

strategic vision, relational influence, and a commitment to fostering an inclusive and
supportive workplace culture. Leaders must adapt their styles to meet the unique needs of
their teams and the challenges they face, ensuring they inspire and motivate their followers
to achieve common goals. Defining effective leadership is challenging because leadership
style can be influenced by a combination of past experiences and self-awareness (Sethuraman
& Suresh, 2014). Not all leaders are inspiring to everyone in their team, as individuals have
different preferences for how they are led.

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Paul Hersey and Ken Blanchard's Situational Leadership Theory (1969) further emphasizes
that effective leadership varies based on the leader's ability to adapt their behavior to fit the
situation (Sethuraman & Suresh, 2014). This theory posits that there is no single best
leadership style; instead, leaders must be flexible and responsive to their teams' needs and
the demands of the situation. This adaptability is crucial for fostering a productive and
positive work environment.

In relation to effective leadership, it is also relevant to analyze the impact of leadership on

employee engagement. According to a LinkedIn article, “The Role of Leadership in
Employee Motivation” (2023), understanding the core of motivation is essential. They define
motivation as the intrinsic drive that pushes individuals to act, achieve, and excel, which
improves productivity, innovation, and success in the workplace. Leadership, therefore, is
not only about managing projects and tasks but also about inspiring, guiding, and nurturing
teams. Leaders have the power to help their teams reach new heights by fostering motivation
and engagement.

In conclusion, effective leadership is a dynamic and evolving concept that requires a strategic
vision, relational influence, and a commitment to an inclusive and supportive culture. Leaders
must adapt their styles to meet the unique needs of their teams and the specific challenges
they face. This adaptability ensures that leaders inspire and motivate their followers,
ultimately creating a resilient, inclusive, and successful organizational environment. The
insights from various authors underscore the importance of understanding and implementing
diverse leadership approaches to meet the demands of modern work environments.

Work stress

Work-related stress is an increasingly common issue in modern workplaces,

characterized by a negative response to excessive demands and pressures placed on
employees. According to Mind Org UK (2022), stress can manifest in various forms,
including physical symptoms such as headaches and fatigue, as well as emotional symptoms
like irritability and anxiety. The causes of work stress are diverse, and symptoms can vary
significantly from person to person, making it a complex phenomenon to address effectively.

15
Understanding the different types of stress and their sources is crucial for developing
effective stress management strategies. This research will focus on the distinctions between
distress and eustress, as highlighted by the American Psychological Association (APA,
2023):

o Distress: commonly referred to as negative stress, often results in adverse outcomes

and physiological responses. It is characterized by anxiety, worry, and a decline in
performance. Distress triggers physiological changes that can pose serious health
risks. It typically occurs when the demands placed on an individual exceed their
capacity to manage, leading to a negative impact on both mental and physical health.

o Eustress: is known as positive stress. Eustress motivates individuals, enhancing

performance and well-being. It has a beneficial effect by generating a sense of
fulfillment or achievement and facilitating growth, development, mastery, and high-
performance levels.

Identifying the distinction between these two types of stress is essential for understanding
the workplace environment and how employees might perceive challenges and
communication (Jaganjac et al., 2020). This knowledge can help develop better management
strategies to foster a more supportive and productive work environment.

Managers play a critical role in influencing work stress levels among employees. Effective
leadership can mitigate stress by providing clear communication, support, and resources.
Conversely, poor management practices, such as micromanagement, lack of support, and
unrealistic expectations, can exacerbate stress and lead to burnout (Skakon et al., 2010).
Research highlights that managers who exhibit empathy, offer regular feedback, and foster a
positive work environment can significantly reduce employee stress levels.

In a report by UKG (2023), it was found that managers have a significant impact on
employees' mental health, with 69% of employees reporting that their managers influence
their mental well-being. This impact is even greater than that of doctors (51%) or therapists
(41%), and comparable to the influence of a spouse or partner (69%). Additionally, a striking
78% of employees revealed that stress negatively affects their work performance, indicating
the pervasive nature of stress in the workplace.

16
The report highlights the profound impact of work stress on individual well-being and
organizational outcomes. UKG (2023) underscores the toll of overwhelming stress,
emphasizing that it depletes human energy and hampers retention, performance, innovation,
and organizational culture. This highlights the need for employers to place a strong emphasis
on providing the necessary resources and support to safeguard their employees' stability.

Burnout

When discussing work stress, it is necessary to examine the concept of Burnout. The
Oxford Dictionary defines burnout as "the state of being extremely tired or ill, either
physically or mentally, because you have worked too hard.” Expanding on this definition,
the American Psychological Association (APA) describes burnout as: “physical, emotional,
or mental exhaustion accompanied by decreased motivation, lowered performance, and
negative attitudes toward oneself and others. It results from performing at a high level until
stress and tension, especially from extreme and prolonged physical or mental exertion or an
overburdening workload, take their toll.” Burnout results from prolonged and extreme
physical or mental action or an overloading workload, leading to significant stress and
tension.

According to Chandawarkar and Chaparro (2021) in the National Library of Medicine,

Burnout has been recognized as a medical disorder according to the International
Classification of Diseases 11th Edition (ICD-11), highlighting its prevalence and impact on
global health. Burnout has become a significant concern in modern workplaces that
employers cannot afford to ignore anymore (Indeed 2021). This report mentions that burnout
became worse over the year 2021, and more than half (52%) of respondents are feeling
burned out. According to Reynolds (2022) from Flexjobs, a survey of over 1500 participants
in America revealed that 75% of people have experienced burnout at work. Understanding
how employees identify, and experience burnout is crucial for this research.

Correspondingly recent studies conducted by the American Psychological Association

(APA) in 2023 have found that an alarming 65% of employees have reported experiencing
burnout, indicating significant stress and overwork issues within workplaces. Many
employees feel their mental health challenges are not adequately addressed by their

17
employers, impacting both their well-being and organizational success. Organizations must
minimize work stress by setting clear expectations, maintaining reasonable workloads, and
providing necessary resources and support systems. This approach helps reduce burnout,
enhance retention, and attract high-performing employees.

It is important to note that burnout is not merely a problem of individual resilience but is
significantly influenced by the social environment in which people work (Chandawarkar &
Chaparro, 2021). Symptoms of burnout can vary widely and may include physical and mental
effects. According to McDonald (2022), in an article published on LinkedIn, these could be
some of the symptoms:

• Physical effects:
o Chronic fatigue
o Insomnia
o Headaches
o Muscle pain
o Change in appetite

• Mental effects:
o Anxiety
o Depression
o Irritability
o Mood swings
o Loss of motivation
o Feelings of hopelessness

To combat burnout, companies are implementing various strategies to promote well-

being and address this growing challenge. According to Indeed (2021), one effective
approach is to create more flexibility by allowing employees to work remotely and offering
flexible schedules, which significantly contribute to work-life balance. Additionally, it is
crucial to encourage leaders and their direct reports to take regular time off. Another
important strategy is to promote the management of work-life balance actively. This involves

18
encouraging employees to disconnect from work communication during non-work hours and
regularly evaluating and updating employee benefits.

Companies are shifting from traditional models to more flexible compensation offers that
adapt to the diverse needs of different employee groups. As the World Economic Forum
(2021) highlighted, this can be achieved by creating employee personas and tailoring benefits
to meet the specific needs of each group. These proactive measures are essential in mitigating
burnout and fostering a supportive and productive work environment.

However, according to Meister (2022) in the Harvard Business Review, addressing burnout
is not uniquely the employer's responsibility. This article emphasizes that recovering from
burnout is not intuitive and requires both knowledge—understanding what is better for each
person—and practice, requiring the implementation of changes. The article provides five
recommendations for recovery.

Firstly, it suggests creating boundaries to separate work from personal life. Secondly, it
advises individuals to reconnect with activities and hobbies that they enjoy outside of work.
Thirdly, it highlights the importance of social support, encouraging individuals to seek
connection with friends and family. Fourthly, it recommends mindfulness and relaxation
techniques to manage stress. Lastly, it emphasizes the need for physical activity to boost
mood and energy levels (Meister, 2022). When practiced consistently, these steps can aid in
the recovery from burnout.

Addressing these concerns can also lead to decreased absenteeism, lower turnover rates, and
improved job satisfaction, underlining the importance of a psychologically safe and
supportive work environment (Schaufeli & Taris, 2014). By prioritizing mental health,
organizations can foster a culture of care and understanding that supports both employee and
organizational health.

19
Methodology

Approach

The research was conducted using a qualitative methodology, specifically employing

open-ended interviews to gather data. This choice aligns with the study's goal of exploring
complex human behaviors and past experiences (Basias & Pollalis, 2018). Qualitative
research is particularly suited for investigating subjective experiences and offering deeper
insights into social contexts that quantitative approaches might overlook.

The study explores the connection between employee mental health and non-monetary
benefits employers offer. It also seeks to determine if non-monetary incentives, such as
recognition, development opportunities, and leadership, are more effective than relational
rewards in influencing employee engagement and motivation. Additionally, the research
investigates whether leadership can be considered a non-monetary benefit for employees.

Given the subjective nature of the topics—motivation, effective leadership, and employee
engagement—using quantitative or structured qualitative questionnaires was not the most
adequate method. Open-ended interviews provide a platform for participants to freely express
their thoughts and behaviors, facilitating a richer and more nuanced understanding of the
issues. Creswell and Poth (2016) note that qualitative methods are highly effective in
capturing the depth of participants' experiences and the meanings they ascribe to them.

The open-ended nature of the interviews allows for flexibility, enabling the interviewer to
delve deeper into responses and adapt questions based on the conversation's flow. This
approach helps uncover underlying factors influencing employee well-being and
engagement, which structured questionnaires might miss. Understanding the intricacies of
how non-monetary benefits and leadership styles impact mental health and motivation is
critical.

The interview guide comprised a set of flexible questions designed to explore various
dimensions of well-being and non-monetary benefits. These questions included inquiries
about the definition of well-being, memories associated with non-monetary benefits, the
impact of these benefits on work-life balance, and potential changes in experience without
these benefits. Additionally, questions addressed reasons for employee turnover, personal

20
experiences related to these reasons, criteria for job changes, and perspectives on the
company’s well-being policy with suggestions for improvement.

Finally, the qualitative research approach using open-ended interviews is the most suitable
method for this study. It allows for a comprehensive exploration of the subjective and
complex aspects of employee well-being, motivation, and the impact of non-monetary
benefits. This approach ensures that the data collected is rich, detailed, and reflective of the
participants' experiences and perceptions, providing valuable insights into workplace
satisfaction and engagement dynamics. This research can offer meaningful recommendations
for enhancing employee well-being and organizational performance by capturing these
nuanced perspectives.

Context

As a crucial part of the research methodology, two in-depth interviews were

conducted with two senior directors from the company's Human Resources department. Their
valuable insights and perspectives provided significant and relevant information essential to
the research. One of the directors mentioned that the company has implemented a
comprehensive compensation and benefits policy that demonstrates a commitment to
employee well-being beyond traditional compensation packages. While traditional reward
systems often prioritize monetary compensation tied to performance, the company
recognizes the importance of a holistic approach to employee well-being, encompassing a
broader range beyond just financial rewards.

The company implemented a policy called Share & Care, which is a foundational principle
that emphasizes the company's commitment to placing its employees at the center of its
operations. With a workforce comprising over 90,000 employees, the company strives to
foster a culture of inclusivity and support. The policy's primary objective is to establish a
comprehensive social protection and support framework that extends to all employees,
without discrimination based on job positions or geographical locations. By doing so, the
company aims to ensure that its employees feel valued and supported. Furthermore, the
company aspires to be the leading performer in all local markets where it operates, thereby
cementing its presence as a responsible and impactful global entity.

21
One of the interviewees believes these are essential aspects for attracting and retaining talent.
They believe the company recognizes that true employee well-being encompasses a broader
spectrum of needs. He mentioned that this started to change 5 years ago. "The company
started shifting to protect the employees from a well-being perspective. What is impressive
is that it was not only physical protection, which was more common at that time but also
mental health perspective."

The company focus was addressing wellbeing from a holistic perspective, and this included
creating a policy with four key pillars:

Figure 3

Wellbeing Pillar of the Share & Care Policy

Note: Adapted from Company Files (2023).

22
According to the Director in charge of Health and Quality at the workplace, the company has
evolved to prioritize mental health and emotional well-being, recognizing their critical
importance in today's fast-paced world. The company has taken proactive steps to create a
supportive ecosystem, fostering psychological safety and providing resources such as online
mindfulness sessions and training programs focused on emotional intelligence and resilience.

To further illustrate this holistic approach, the company has adopted a model emphasizing
the interconnection of employee well-being:

• Heart:
o Developing a culture of respect and strong relationships at work, empowering
managers to lead with empathy and support the emotional well-being of their
teams.
• Body:
o Providing resources and programs that encourage physical well-being,
including fitness initiatives, access to healthy food options, and ergonomic
workstations designed for employee comfort and health.
• Mind:
o Encouraging continuous learning and development by providing access to
online learning platforms, training programs, and opportunities for employees
to explore different areas of the business and expand their skills.

Creating global policies is always a significant challenge, so there are some steps to ensure
that the policy is well implemented. The first step is ensuring local ownership. Each country
should have an HR department responsible for adapting and implementing the policy in line
with both global standards and local regulations. Additionally, there is independent
verification. The company has established regular internal audits to ensure that all the
objectives are being implemented effectively and consistently across all locations. Lastly,
listening to employees' voices is crucial. The company has implemented regular surveys and
a comprehensive Global Leadership Survey to actively seek feedback from employees on the
effectiveness and relevance of the initiatives, using the data to drive continuous
improvement.

23
As Share and Care and the other world policies continue to evolve and adapt, it will definitely
remain a leading example of how to prioritize and champion employee wellbeing in the years
to come.

Interview guide

The interview guide consists of open-ended questions designed to cover various

dimensions of well-being and non-monetary benefits. The questions are adapted based on the
flow of the conversation to ensure a natural and comprehensive discussion. The main
questions used in the interviews are:

• Non-monetary benefits
o Can you tell me what you consider a benefit here, apart from your salary?
o What does well-being mean for you?
o How do you think your company defines well-being?
o What would happen if the company decided to take away the benefits you
mentioned?
o How would the work experience change without these benefits?
o What would you like to add to the company's current well-being policy?
• Mental Health
o How do these benefits help you balance your relationship work-life?
o How do you feel the company's support for mental health impacts your overall
job satisfaction?
o Can you describe a situation where the company's mental health initiatives
positively affected your well-being?
o What additional mental health resources or support would you find beneficial in
your workplace?
o How does the company’s culture affect your mental health on a daily basis?
• Employee engagement
o What aspects of your job make you feel most engaged?
o What are some memories that you have associated with these non-monetary
benefits?
o Why do you think people would like to leave the company?

24
 o If you decide to change work, what criteria would you like to have in the new
job?
• Leadership
o How would you describe the impact of your manager's leadership style on your
work motivation?
o What qualities do you believe are essential in a leader to enhance employee
engagement?
o Can you share an example of how a leader has positively influenced your
motivation and engagement?

Participants

All participants interviewed work for a French cosmetics company and are based at
the same physical site, ensuring they all receive the same benefits. The participants were
selected through the researcher's network and have diverse international backgrounds and
nationalities, which is an important consideration for the results. All are permanent
employees with at least one year of tenure in the organization, and none are expatriates. The
group consisted of an equal number of men and women across various age ranges, providing
a diverse sample.

The study included two types of interviews: Eight participants were interviewed using the
previously mentioned questions, while two additional participants, who are directors of
Compensation & Benefits and Health & Work-Life Quality, were also interviewed to gather
additional data about internal information.

Participation was entirely voluntary. Participants have the freedom to withdraw from the
interviews at any point without facing any adverse repercussions or consequences. Their
decision to participate or not has no influence on their personal or professional standing.

Data Collection

The interviews were conducted face-to-face in a private setting. Each interview lasted
approximately one hour and was audio-recorded with the participant's consent. The
recordings were later transcribed for analysis. Interviews were conducted in a semi-structured
format, allowing participants to freely express their thoughts and experiences while ensuring

25
that all relevant topics were covered. Each interview was recorded with the participant's
consent and subsequently transcribed for analysis. The flexible nature of the semi-structured
interviews enabled the researcher to explore emerging themes and adapt questions to the flow
of the conversation, ensuring a rich and detailed data set.

Ethical considerations

The name of the company will be kept confidential as it is not relevant to the study's
results. The company's name will be edited out of all appendices if necessary. The identities
of all participants will also remain confidential, given the sensitive nature of the information
regarding mental health, burnout, and motivations of internal employees. During the
interviews, participants consented to be recorded to ensure that any insights could be revisited
if necessary. However, all recordings will be deleted upon completion of the research. All
gathered information will be fully disclosed and securely stored on a personal laptop.

Given my position within the company where the interviews were conducted, it is important
to address potential biases and ensure objectivity. My insider status allowed for easier access
to participants and a deeper understanding of the organizational context, but it also
necessitated a rigorous adherence to ethical standards to maintain the integrity of the
research. Participants were informed of my role and assured that their responses would be
treated with utmost confidentiality and used solely for research purposes. This transparency
helps to mitigate any perceived power dynamics and ensures that participants feel
comfortable and safe during the interview process.

Data Analysis

The data analysis process for this research followed a structured approach to ensure
a holistic understanding of the collected information. The initial phase involved recording all
interviews with the participants' explicit consent. These recordings were then transcribed
using AI tools, providing a textual representation of the spoken data.

The first step in the analysis was to become familiar with the data. This involved re-reading
all transcriptions several times to gain a deep knowledge of the content. Immersing in the
files helped identify patterns and themes that could be relevant to the research questions.

26
The next step involved coding the interviews. Coding required identifying important parts of
the data and labeling them with keywords or phrases associated with specific themes. This
process was iterative, and it required careful consideration to ensure that the codes accurately
represented the participants' experiences and perspectives. For example, phrases related to
non-monetary benefits, such as "recognition," "stress," and "leadership," were marked and
categorized accordingly.

In this final phase, relationships between the codes and the research questions were
established. This step aimed to draw meaningful connections that would provide relevant
insights to the study's objectives. By aligning the codes with the research questions, the
analysis could expose themes that were meant to be addressed in the study's focus areas, such
as the impact of non-monetary benefits on employee mental health, engagement, and
motivation.

By systematically analyzing the data, the study aimed to derive relevant findings that could
inform the development of effective HR strategies. This method ensured that the insights
were grounded in the participants' actual experiences and reflected the complexities of their
perceptions and attitudes towards non-monetary benefits and leadership in the workplace.

Coding

The coding process was essential for converting qualitative data into organized insights
to help shape organizational strategies and practices. This section will detail the categories
used for coding the interviews and explain the reasoning behind each category. In the results
section, it will be discussed how this coding was applied to extract meaningful information
from the interviews.

• Non-monetary benefits:

Non-monetary benefits significantly contribute to overall job satisfaction by improving the

work environment and employee experience beyond financial compensation. This category
includes benefits such as paid time off, subsidized services like cafeteria, gym, hair salon,
and other perks. The rationale for this category is to evaluate the value of these benefits and
their impact on employee engagement and loyalty. By analyzing non-monetary benefits, is

27
possible to determine which benefits are most appreciated by employees and how they
contribute to a positive work culture.

• Relational Rewards:

Relational rewards refer to the intangible and variable benefits that cannot be explicitly
offered in an "offer letter" but are experienced differently by each employee. These include
aspects such as leadership, recognition, work-life balance, and flexibility. The rationale for
this category is to assess the impact of relational rewards on employee engagement and
loyalty. Analyzing these rewards, will allow to determine which elements are most
appreciated by employees and how they contribute to a supportive and engaging work
culture.

• Mental Health:

The relevance of mental health at work cannot be overstated. This category includes how
employees relate to this topic at work, their work-life balance, the impact of the company's
support on mental health, and specific instances where mental health initiatives positively
affect well-being. The rationale for this category is to understand the role of mental health
resources and support systems in enhancing job satisfaction and overall well-being. Coding
for mental health helps to identify areas for improvement in mental health support within the
organization.

• Stress / burnout

Recognizing and addressing workplace stressors is vital for boosting employee well-being
and productivity. Identifying aspects such as workload, mental exhaustion, and managerial
practices that contribute to stress. The justification for this category is to pinpoint specific
stressors that affect employees' mental health and work performance. By coding stress
factors, it is possible to develop targeted interventions to reduce stress and create a healthier
work culture.

• Employee Engagement:

The level of employee engagement is a crucial measure of organizational productivity. Which

can include factors that contribute to employees feeling engaged in their work, memorable

28
experiences related to non-financial benefits, reasons for leaving a company, and criteria for
choosing a new job. This information helps assess what contributes to high levels of
engagement and identifies areas for improvement. Coding for employee engagement helps
in developing strategies to promote a more engaged and committed workforce.

• Leadership:

Leadership plays a significant role in influencing employee motivation and engagement. This
covers the impact of managers' leadership styles on work motivation, the essential qualities
of a leader, and examples of positive leadership. The purpose is to comprehend the role of
leadership in shaping the work environment and driving employee motivation. By examining
leadership, effective leadership practices can be identified, and areas where management
training can be improved can be pinpointed.

Results

All the interviews were conducted between February and April 2024 to gather in-
depth insights from employees. As described in the methodology, the qualitative data
collected from these interviews was analyzed by carefully coding the responses into topics
and subtopics such as non-monetary benefits, relational rewards, mental health,
stress/burnout, recognition, employee engagement, and leadership.

The data was organized and managed using Excel to create clear and effective tables for
presentation. All tables will be accessible in the "Appendix" section, and relevant quotations
will be included in the analysis of the results. By concentrating on these codings, we aim to
provide a clear and detailed exploration of the results, which can help develop strategies to
enhance employee satisfaction and productivity in different companies.

• Non-monetary benefits

Understanding how employees perceive non-monetary benefits is essential for exploring the
connection between the benefits offered by the company and employee mental health. All
participants identified at least three positive aspects they enjoyed about working at this
company, most of which are listed in Table 1.

29
During the interviews, smiles and positive nonverbal signals were evident as they tried to
verbalize their favorite benefits. Additionally, many employees emphasized the opportunities
for professional development provided by the company's learning offer. These non-monetary
benefits could help reduce stress, provide a sense of security, and improve overall job
satisfaction, leading to better mental well-being.

Table 1
Non-monetary benefits coding

Coding Topics Sub-themes Illustrative quotes

"The canteen is really good because you save
a lot of money and enjoy good food."
"Having a company restaurant could be one
of the biggest benefits we have here in
France."
"The gym inside the main building is perfect
because I can't have any excuse not to go."
Non-monetary
Subsidized Services "We have 10 more days of holidays because
benefits
of our type of contract."
"I am a huge fan of the discounts we get on
company products."
"We have summer parties, team-building
activities, those moments gather the team."
"I think the workplace is great, everything is
always clean."

The findings indicate a significant connection between non-monetary benefits and employee
mental health. For instance, employees highlighted the importance of workplace services
such as the cafeteria, gym, and company events. These benefits help reduce daily expenses
and promote a healthier lifestyle. One participant explicitly mentioned, "The gym inside the
main building is perfect because I can't have any excuse not to go," illustrating how

30
convenient access to fitness facilities can encourage regular exercise even during working
hours. Research from Harvard Health supports this, mentioning that exercise reduces levels
of the body's stress hormones, such as adrenaline and cortisol (Harvard Health, 2021).

These insights highlight the positive impact of non-monetary benefits on employee mental
health, demonstrating the value of such offerings in creating a supportive and healthy work
environment.

• Relational Rewards

The interview questions aimed at researching Relational Rewards were distributed across
different subtopics, such as leadership, development, and employee motivation. The
qualitative results show that participants primarily associate relational rewards with work-
life balance, flexibility, and professional development rather than opportunities to contribute
at work, recognition, or leadership. This pattern may exist because benefits are typically seen
as tangible or visible. However, team dynamics can vary depending on company culture and
leadership styles, making it difficult to ensure consistent experiences. This variability in
leadership will be further analyzed in the next coding section.

During the interviews, participants did not prominently mention topics such as opportunities
to contribute and recognition. This absence suggests that while relational rewards are relevant
for some, they are not a priority for the majority of employees interviewed. It was evident
that some relational rewards, like recognition and opportunity to contribute, were not top-of-
mind topics.

Table 2
Relational Rewards coding

Coding Topics Sub-themes Illustrative quotes

"The company’s understanding when I need
Relational
Work-life Balance to adjust my work hours for family reasons
Rewards
has been incredibly helpful."

31
 "Facilities that allow us to have fun and
entertain."
"The facilities help you relax before or after
work, and this is something that I really
enjoy."
"People love the company because they want
to have balance."
"We cared a lot about the macro benefits,
sometimes I feel they care less about small
Improvements
benefits, nobody cares about your birthday,
graduation, or even pregnancy."

Although non-monetary incentives are highly valued, relational rewards such as leadership
quality, recognition, and work-life balance are significant contributors to job satisfaction.
One participant mentioned, "We cared a lot about the macro benefits; sometimes I feel they
care less about small benefits. Nobody cares about your birthday, graduation, or even
pregnancy." This statement highlights a perceived gap in the company's attention to smaller
but meaningful relational rewards.

The research question regarding the impact of non-monetary incentives and relational
rewards on employee engagement and motivation reveals that both types of benefits play
crucial roles for employees but in different ways. Non-monetary incentives directly affect
daily work experiences and overall job satisfaction, which can significantly reduce stress and
improve mental well-being. On the other hand, relational rewards contribute to creating a
positive work culture and emotional connection to the organization, developing long-term
loyalty and engagement.

• Mental Health

This section analyzes different sub-themes that emerged after coding the interviews and are
related to mental health, such as company culture, negative impacts on mental health, self-
perceptions, and job satisfaction in general. The company culture plays a significant role in
employee mental health. Some of the employees interviewed highlighted how caring and
32
supportive they find in their company culture. One of the participants mentioned, “It's a
caring and welcoming company; I was amazed by the processes to help employees feel more
comfortable with the culture.” this suggests that if employees perceive the company as
supportive, this can impact their well-being.

However, some of them mentioned the culture of high expectations and frequent demands,
which can be overwhelming for some. This can be reflected in one of the interviewees'
answers: "It's a company that gives you a lot but also expects a lot from you." This means
that there is high pressure to meet elevated standards of quality, which can lead to stress and
anxiety. This negative impact on mental health will be analyzed in the next “Stress / Burnout
coding section.”

Finally, another factor analyzed regarding mental health is the self-perceptions that
individuals can have. In these interviews, it was possible to identify how employees manage
their mental health. Some of them mentioned that they see themselves as resilient and capable
of adapting to challenging situations.

Table 3
Mental Health coding

Coding Topics Sub-themes Illustrative quotes

Company culture "It's a caring and welcoming company, I was
amazed by the processes to help employees feel
more comfortable with the culture."
"It's a company that gives you a lot but also
expects a lot from you."
"There is a support system to help employees,
Mental health
nutritionist, meditations."
"People are engaged, people love the company,
our culture is strong adaptability."
Negative impact on "Before we used to work until midnight, and you
mental health had to come back at 8:30 am."
"In marketing, if you leave the building before 5

33
 pm, there were comments like 'are you taking the
afternoon off?'"
"They ask you to do many things, they support
all the initiatives, without any limits and without
budget and headcount. They don't give you the
means to succeed."
Own perceptions "I am a very resilient person and I have been
adapting to different managers that could ask for
more work or expect me to stay longer hours."
"I am a hard-working person."
"It is really hard to ask for help when you
struggle with your mental health. It is hard to
admit."
Impact on Job "Not having benefits would be really hard; if you
Satisfaction only work, you can feel saturated without having
fun. It will give me anxiety and stress."
"Having no benefits could take away my desire
to work."

• Stress / Burnout

The interviews provided valuable insights about the impact of stress and burnout on the
employees. One of the main causes of stress mentioned by the interviewees is the intense
workload in the company. One of them stated, "The workload can be intense, especially
during project deadlines, leading to significant stress." This connects with another
interviewee's comment that the company does not know how to handle project management.

The company's culture of high-quality standards and expectations was also identified as a
contributor to stress. For example, one interviewee mentioned, "At this company, we work
like crazy," reflecting the high expectations and the fast pace of work. Another participant
mentioned, "We quest for excellence," indicating the high excellence expectations, which
can also lead to employee burnout.

34
Burnout appeared to be a significant issue for one of our participants, who experienced
burnout in this company. The person described burnout as "It's like being a hamster in a
wheel; you are constantly running, faster, faster, faster, but you feel it will never end." This
can reflect the high pace of their responsibilities and the impossibility of achieving a final
goal, as the company kept giving more responsibilities or tasks The person also mentioned
that due to excessive responsibilities they gave her she was not able to take vacations: "I
could not even take vacations because the world project was on me, all the responsibility on
me.", which highlighted the lack of support from the company, or the manager and the
expectations placed on one employee.

Lastly, one of the participants mentioned that “"Burnout is a phenomenon that is still not
well-known. There are not enough experts. Medically burnout is treated similarly to
depression, it is not the same. Neither the doctors nor HR are prepared for burnout.” This
shows that burnout is a significant issue in companies that is still not addressed adequately
within this organization, as established by the person who suffered burnout in the company:
“Honestly, I think I didn't benefit from anything; there was no special counseling. Nothing
was put in place, everything was from my side, my external counsel. They were supporting
when I asked for something but not offering anything.". Therefore, HR must develop a deeper
understanding of burnout and establish a comprehensive support system to effectively
prevent and mitigate burnout.

Coding Topics Sub-themes Illustrative quotes

"The workload can be intense, especially
during project deadlines, leading to
significant stress."
"At this company we work like crazy."
Stress/Burnout Workload "The company is noticing that new
generations will not work the same as before,
right now for them the priority is to have
work-life balance."
"We quest for excellence."

35
 "I was completely overloaded and
experienced burnout, which was very painful
but full of learnings for me."
"When I receive a lot of emails, requests, and
Teams messages, it kind of gives me anxiety."
"It's like being a hamster in a wheel; you are
constantly running, faster, faster, faster, but
you feel it will never end."
"I could not even take vacations because the
world project was on me, all the responsibility
on me."
"Honestly, I think I didn't benefit from
anything, there was no special counseling.
Burnout Nothing was put in place, everything was
from my side, my external counsel. They
were supporting when I asked for something
but not offering anything."
"Burnout is a phenomenon that is still not
well-known. There are not enough experts.
Medically burnout is treated similarly to
depression, it is not the same. Neither the
doctors nor HR are prepared for burnout."

• Leadership

The interviews highlighted the significant influence of leadership on employees' work

experience. Effective leadership was described as providing guidance, emotional support,
and opportunities for growth. The statements “people leave this company when they don't
have a good manager" and "In my past experience, my manager was micromanaging, he
wanted to control everything, I didn't like that, so I decided to leave my company", clearly
indicate that poor leadership, as identified in the interviews through micromanagement or

36
lack of support, leads to stress and demotivation, and can have a significant impact on
employee turnover. Employees are more likely to leave a job when there is no support or
when they feel extremely controlled by their managers. This aligns with existing literature
that talks about the role of effective leadership in employee retention (Kerns, 2019).

Participants also mentioned that their work experience improved when they found supportive
leaders. One of the participants mentioned that after their burnout, "Things started to become
better when I met my HR director." This demonstrates that good leadership can transform
the work experience and positively impact job satisfaction.

In addition, a lack of management support during difficult times or adding more pressure
during these periods can lead to serious consequences such as employee burnout. One
participant stated, "My manager was 60% responsible for my burnout. She didn't provide
support and constantly blamed others, creating an environment without psychological
safety." In opposition, providing support to employees during these challenging times can
help reduce burnout by giving them resources to address the issues.

Table 6
Leadership Coding

Coding Topics Sub-themes Illustrative quotes

"People leave this company when they don't
have a good manager."

"My previous manager’s micromanagement

Relevance of style made me anxious and reduced my
Leadership Leadership in a productivity"
company
"In my past experience, my manager was
micromanaging, he wanted to control
everything, I didn't like that, so I decided to
leave my company."

37
 "Things started to become better when I met
my HR director."

"The support system failed, I had 2 bosses, 2

jobs. It created very strong tensions in terms
of workload and mental health. I was on sick
leave for 2 months."

"During the weeks before the burnout my

managers were ignoring the fact that this was
Managerial Practices
happening, nothing happened until it was very
very late."

"My manager was 60% of the cause of the

burnout, she didn't support, she was finger-
pointing all the time, no psychological safety
at all."

The qualitative data suggest that leadership is not only a critical factor in the work
environment and culture of the company but also offers significant non-monetary benefits.
Effective leadership and applying good leadership practices, such as recognition, support,
and offering psychological safety, can enhance engagement, job satisfaction, well-being, and
stress.

However, despite the significant impact of leadership on their work experiences, many
employees do not explicitly recognize it as a non-monetary benefit. This may be because
leadership quality is often seen as an inherent part of the job rather than an additional benefit.

38
Employees might take good leadership for granted, only noticing its absence when it
negatively affects their work environment. This could be an opportunity for companies to
highlight and communicate the value of effective leadership as part of their overall non-
monetary benefits package. Additionally, training the management workforce to be effective
leaders can help employees appreciate the larger support systems in place, fostering more
positive and engaged employees.

Briefly, based on the analysis, it is possible to confirm that there is a significant connection
between non-monetary benefits and employee mental health, as these benefits play a key role
in reducing stress and enhancing well-being. Non-monetary incentives were found to have a
more immediate impact on employee engagement and motivation than relational rewards,
even though they are both important. Finally, effective leadership is a significant non-
monetary benefit that profoundly influences job satisfaction and retention, though it is not
often recognized as a benefit by employees. These findings provide valuable insights for
organizations aiming to boost employee satisfaction and productivity by strategically
implementing non-monetary benefits, relational rewards, and strong leadership practices.

Discussion

Discussion

The results of this qualitative research provide valuable insights into the impact of non-
monetary benefits on employee engagement and mental health, demonstrating a significant
positive relationship between these benefits and employee well-being. While monetary
compensation remains an essential factor for motivation, non-monetary benefits also play a
crucial role in improving job satisfaction and reducing stress. The findings show that
subsidized benefits such as a company restaurant, gym, events, and professional development
opportunities significantly contribute to reducing stress. This aligns with Mura et al. (2019),
who suggested that non-monetary rewards can enhance employee satisfaction and motivation
more effectively than traditional rewards. Therefore, the literature review supports the
positive impact of these benefits, evidencing the value of creating a healthy work
environment.

39
When employees are asked about benefits, their first response often focuses on monetary
aspects. For example, four out of our total interviewees mentioned profit-sharing and
participation schemes in this company. This underscores the importance of monetary benefits
but also highlights that companies must bridge the gap between the current situation and their
desired success by engaging employees more comprehensively. As Harrington (2023)
suggests, in today's competitive environment, companies must impress potential employees
just as much as candidates aim to impress employers.

The research reveals that most employees find it easier to connect relational rewards with
work-life balance, flexibility, and professional development rather than viewing leadership
as a benefit. Moreover, some interviewees have a negative perception of meaningful
relational rewards, such as recognition and opportunities to contribute, as the company
focuses more on macro benefits than micro ones. This could be identified as an area of
improvement for the organization. Recognition, as exposed by Jyothi (2016), is essential for
motivating employees. How employees are acknowledged for their work, the significance of
recognition compared to other non-monetary rewards, and specific examples of when
employees feel appreciated are crucial for boosting employee engagement and performance.
Analyzing recognition helps understand how well the company recognizes and rewards its
employees' efforts.

Effective leadership emerged as a critical factor in employee motivation and job satisfaction.
The research highlighted that practices such as emotional support, guidance, and career
growth are essential for increasing employee engagement. This aligns with Robinson and
DePass (2023), who emphasized the importance of leaders fostering a supportive and
inclusive workplace culture. However, the employees interviewed do not recognize
leadership as a potential non-monetary benefit, often viewing it as part of the existing culture
or something that is difficult to change. This suggests an opportunity for companies to
communicate the value of effective leadership better and focus efforts on increasing
leadership effectiveness within the organization.

Managers can sometimes ignore burnout because they do not know how to deal with it.
Therefore, it is important to train management on how to treat, avoid, and support employees
facing burnout. HR professionals need to improve their knowledge on burnout and how to

40
support employees effectively. Hiring experts in these areas and focusing on these topics can
significantly improve employee well-being. If the company is still growing, it is
recommended not to try to address everything at once but first to research within their
employees and listen to understand their priorities. Preferences may vary depending on the
demographic; younger employees may prefer certain benefits, while older generations might
value different aspects such as health benefits. This tailored approach ensures that the
company aligns with employee expectations and enhances engagement.

The positive impact of non-monetary benefits suggests that organizations should continue to
prioritize these incentives to promote employee well-being. It is essential to understand that
it does not have to be all or nothing. Even small, cost-effective, non-monetary benefits can
significantly improve employee engagement and mental health by making employees feel
valued. Salary is still relevant for employees, but the comprehensive approach to
compensation that includes non-monetary benefits can create a more holistic and supportive
work environment.

This research contributes to the theoretical understanding of compensation strategies by

highlighting the importance of non-monetary benefits and relational rewards in enhancing
employee well-being and motivation. Supported by the frameworks discussed by Milkovich
et al. (2021) and Armstrong and Murlis (1999), this study expands on these theories by
demonstrating the significant impact of non-monetary benefits on mental health. From a
practical perspective, the findings suggest that organizations should prioritize non-monetary
benefits and relational rewards to promote employee well-being. Companies should conduct
regular surveys to understand employee preferences and align their compensation strategies
accordingly. Additionally, investing in leadership development programs can enhance
managerial effectiveness, thereby improving overall job satisfaction and reducing turnover
rates.

This study underscores the significant positive impact of non-monetary benefits and
relational rewards on employee mental health, motivation, and job satisfaction. While
monetary compensation remains important, non-monetary incentives play a crucial role in
fostering a supportive work environment and enhancing overall well-being. Effective
leadership is also identified as a critical non-monetary benefit that profoundly influences job

41
satisfaction and retention. These findings provide valuable insights for organizations aiming
to boost employee satisfaction and productivity by strategically implementing non-monetary
benefits, relational rewards, and strong leadership practices. By recognizing and addressing
the diverse needs of employees through comprehensive compensation strategies,
organizations can create an environment that supports the holistic well-being of their
workforce, leading to a more motivated and engaged workforce and ultimately contributing
to organizational success.

Limitations

The findings of this research should be interpreted with caution due to certain
limitations. Firstly, the time and resources available for this research were limited, affecting
the study's depth. Time constraints may have limited the ability to conduct more extensive
interviews or include a larger sample size. At the same time, limited resources could have
restricted access to more diverse methodologies and tools that could enhance the robustness
of the findings. Additionally, the limited sample size in this study poses limitations; with a
relatively small number of interviewees, the findings may not capture the full diversity of
employee experiences and perspectives within the company. Expanding the sample size and
ensuring a more representative demographic mix, including different age groups, genders,
and job roles, would improve the validity and reliability of the findings.

Secondly, the scope of this research was limited to a single French company, which means
the findings may not be generalizable to other organizations, industries, or cultural contexts.
To gain a more comprehensive understanding of the impact of non-monetary benefits on
employee engagement and mental health, conducting similar studies across multiple
companies, industries, and cultural contexts would be valuable. Such comparative research
would help identify broader patterns and variations, offering a more complete picture of how
these benefits operate in different settings.

Furthermore, this qualitative research approach may lack important data and analysis.
Although the qualitative approach used in this study provides rich detail and context, it is
important to acknowledge that other relevant insights could be missing. To address these
gaps, future research should combine both qualitative and quantitative methods, providing a

42
more comprehensive understanding. By employing mixed methods, clearer and more
detailed insights into employee engagement and the effectiveness of non-monetary benefits
can be achieved. This dual approach would allow for better study comparisons and contribute
to a more standardized evaluation framework.

Additionally, assessing and researching subjective experiences such as satisfaction,

happiness, and mental health can be challenging. These deeply personal concepts can vary
widely among individuals, making them difficult to measure consistently. Participants'
responses in qualitative studies can be influenced by their immediate experiences and
emotional states at the time of the interview. For example, an employee who had a difficult
conversation on the day of the interview may provide more negative feedback compared to
someone who received a recognition that same day, potentially introducing bias into the
collected data, which can affect the study’s conclusions.

Lastly, another potential limitation is the bias that may be introduced by the interview process
itself. Interviewees might feel compelled to provide socially desirable responses, especially
when discussing sensitive topics such as mental health and job satisfaction. This bias could
lead to an overestimation, whether positive or negative, of their experiences. For instance,
one interviewee mentioned, "I am a very resilient person, and I have been adapting to
different managers who could ask for more work or expect me to stay longer hours." While
this could be true, it could also be an overestimation of their abilities, boundaries, and
resilience. Addressing this limitation in future studies by ensuring anonymity and creating a
more comfortable environment for participants to share their honest experiences could
provide more accurate data.

By acknowledging these limitations, future research can be better designed to address these
issues, leading to more comprehensive and applicable findings; these ideas will be developed
in the next section, “Future Research”.

Future Research

While this study offers valuable insights into the impact of non-monetary benefits on
employee engagement and mental health, it has several limitations that need to be
acknowledged. The qualitative approach used allowed for in-depth insights, but it inherently

43
involves a degree of subjectivity, which could affect the interpretation and conclusions of the
study. Therefore, future research should combine both qualitative and quantitative
methodologies to address this issue. By employing metrics and a more data-driven approach,
clearer and more detailed insights into employee engagement and the effectiveness of non-
monetary benefits can be achieved. This dual approach would allow for better comparisons
across studies and contribute to a more standardized evaluation framework, providing
reliable results to inform human resources practices and policies.

Understanding the impact of cultural differences on employee perceptions and experiences

in the workplace is an important area for further exploration. It is crucial to recognize how
employee engagement and satisfaction differ among various cultural groups, such as Latinos,
Asians, and French locals. This understanding can provide valuable insights into the
dynamics of multinational corporations and is essential for developing effective Human
Resources strategies. Comparative studies across different companies, from small enterprises
to large multinationals across various industries, would increase our understanding of the
factors influencing employee engagement. This research can help develop effective
organizational strategies and identify patterns and variations in employee engagement and
well-being.

In addition, the study revealed some interesting concepts that were not initially included due
to limitations in scope. For instance, gender was not part of the research questions. Therefore,
future studies could explore how gender affects micromanagement behaviors or perceptions
of non-monetary benefits depending on gender. These factors present opportunities for
further exploration as they have not been extensively studied in existing literature.

In the interviews, participants reported several harmful management behaviors that were
beyond the main focus of this research but are important for further exploration. For example,
the interviewees identified managers who did not support their teams and gave them extra
responsibilities as the most unfavorable type of management. This presents an interesting
opportunity for research to examine the implications of such behaviors and leadership styles
on employee well-being and to explore the underlying causes that contribute to poor
management. By investigating the experiences that lead to harmful management behaviors,

44
we can gain deeper insights into how to improve managerial practices and organizational
culture.

The impact of poor management on employees' emotions, especially long-term effects like
burnout, is an important area of study. Interviews showed that burnout was a significant
response to work stress, causing significant emotional pain. It is important to understand how
this affects employees' personal lives, including a potential increase in violence, during
periods of high workplace stress. Exploring these dynamics could help develop interventions
to reduce negative emotional impacts and create healthier work environments.

The exploration of different leadership styles and their impact on employee perceptions could
provide valuable insights. By observing employees in different management environments,
it will be feasible to conduct a comprehensive analysis of leaders' behaviors and interactions.
Although current findings did not clearly demonstrate a positive or negative impact on
productivity, employees expressed that their potential was not fully realized due to negative
management practices. Micromanagement was cited as a significant reason for employee
turnover.

Recognizing these limitations can help guide more comprehensive future research. By
addressing these limitations and broadening the scope of research, organizations can develop
more effective HR strategies that meet the diverse needs of their workforce. This, in turn, can
result in greater employee engagement, satisfaction, and overall organizational success.

Recommendations for practice

Based on the findings of this research, several recommendations can be made for
different companies at a human resources level. Of course, the majority can be applied to the
current company where the research is being conducted. First, organizations should continue
to prioritize non-monetary benefits to promote employee well-being and engagement. Given
the significant positive impact of these benefits on employee mental health and job
satisfaction, companies should ensure policies that offer subsidized benefits, such as
company restaurants, gyms, professional development opportunities, and other non-
monetary benefits that will motivate employees. These benefits help reduce stress and
enhance overall job satisfaction, creating a healthier work environment.

45
Organizations should prioritize relational rewards such as leadership quality, recognition,
and support for work-life balance, as these impact employee engagement and motivation as
well. Organizations can implement comprehensive leadership training programs that focus
on emotional intelligence, effective communication, and supportive management practices
to achieve this. They should also conduct regular feedback sessions to allow employees to
express concerns and provide suggestions regarding work-life balance and recognition. Clear
communication of the company's commitment to improving relational rewards in employee
value propositions can help employees understand and feel the organization's dedication to
their well-being.

To maintain high levels of job satisfaction, it is necessary to provide mental health resources
and create a culture that supports mental well-being. Companies should expand their mental
health programs by offering services such as counseling, stress management workshops, and
mindfulness sessions. It is also essential to create a safe and open environment where
employees feel comfortable discussing mental health issues without fear of stigma. This can
be achieved by training managers and HR professionals to handle mental health
conversations sensitively and by proactively promoting mental health awareness campaigns
within the organization.

In order to maintain high levels of job satisfaction, it is essential to offer mental health
resources and cultivate a culture that supports mental well-being. Companies should enhance
their mental health programs by providing services such as counseling, stress management
workshops, and mindfulness sessions. Additionally, it is crucial to establish a safe and open
environment where employees feel at ease discussing mental health issues without the fear
of stigma. This can be accomplished by training managers and HR professionals to handle
mental health conversations with sensitivity and by actively promoting mental health
awareness campaigns within the organization.

For instance, Unilever created a global program that was open to anyone interested in mental
health from around the world. The program offered one-month training by mental health
professionals and experts. Following the training, all Mental Health Champions were
assigned to their respective countries, allowing other employees to approach them if needed.
This initiative was highly valued and recognized globally, leading to increased open

46
discussions about mental health among employees and managers. I had the opportunity to
participate in this program while working at Unilever in 2020.

Recognition is another critical factor in motivating employees and should be an important

part of the company's culture. Establishing recognition programs that constantly appreciate
employees' efforts throughout the year is essential. These programs should include formal
recognition, such as awards and bonuses, and informal recognition, like acknowledging
employees' milestones, such as birthdays, childbirth, graduations, or personal achievements.
Creating a platform where peers can recognize each other’s contributions can also foster a
supportive and appreciative workplace environment.

Effective leadership is essential for boosting employee motivation and satisfaction.

Companies should invest in leadership development programs that concentrate on cultivating
supportive, communicative, and inspirational leaders. Training programs should highlight
the significance of empathy, active listening, and giving constructive feedback. By nurturing
a culture of strong leadership, companies can guarantee that their leaders have a positive
impact on their teams, resulting in a more engaged and productive workforce.

By addressing these insights and implementing the recommended strategies, organizations

can enhance employee well-being, engagement, and motivation, leading to a more productive
and satisfied workforce. Prioritizing non-monetary benefits, enhancing relational rewards,
supporting mental health, addressing stress and burnout, recognizing employee
achievements, and fostering effective leadership will create a holistic and supportive work
environment that drives success.

Personal reflections

This research allowed me to gain knowledge of compensation, both monetary and non-
monetary, and a topic that I have been particularly interested in: employee motivation and
well-being. This dissertation allowed me to combine my academic background as a
psychologist and my professional experience in human resources.

I have come to value the complexity of compensation strategies and the critical role of non-
monetary benefits in fostering a positive work environment. Monetary compensation, while
still essential, is not the only driver of employee motivation and satisfaction. This research

47
has reinforced the idea that companies must balance financial incentives with other rewards
to create a holistic and supportive work environment. Additionally, it is important to focus
on micro-level benefits, such as being present for employees during key personal life events
(birthday, graduation, birth), which is something that employees value a lot.

Having the opportunity to learn more about the company where I am working right now is
something that I value a lot. Listening to different perspectives of employees and learning
about what they value the most about an employer makes me reflect on my perspective as a
future HR leader. The importance of listening to employees and valuing their feedback is
crucial, as sometimes the answers can be closer than you think.

These interviews also made me reflect that although you open the possibility to listen to the
employees, they are different types of employees with completely different interests, which
makes it harder to find solutions that can work for everyone. However, I learned about the
"personas profiles" that Compensation and Benefits created to find solutions for groups of
people with similar interests, which could be a great approach to try to accomplish as much
as possible.

Another key takeaway from this research is understanding the role of effective leadership.
Leadership practices that emphasize emotional support, guidance, and career growth are
crucial for improving employee motivation. The challenge is ensuring that these good
leadership practices are recognized as valuable non-monetary benefits. This insight has
emphasized the need for leadership development programs that focus on building empathetic,
communicative, and inspirational leaders who can positively influence their teams.

Finally, the importance of addressing mental health and burnout in the workplace cannot be
overstated. The research has shown that providing mental health resources and creating a
culture that supports mental well-being are essential for maintaining high levels of job
satisfaction. This has reinforced the need for organizations to expand their mental health
programs and ensure that employees feel comfortable discussing their mental health issues.
Training managers and HR professionals to handle these conversations sensitively is crucial
for fostering a supportive environment.

48
Finally, this research has provided valuable insights into employee compensation and its
impact on engagement and well-being. It has highlighted the importance of a comprehensive
approach that includes both monetary and non-monetary benefits, effective leadership, and
recognition, as well as the importance of addressing mental health in the workplace.

Conclusion

The purpose of this research was to determine whether non-monetary benefits have
an impact on mental health. This qualitative study clearly indicates a strong connection
between these two factors. The findings suggest that companies should strive to enhance their
non-monetary benefits to meet the needs of their employees. These benefits contribute to
increased job satisfaction and reduced stress among employees.

The literature review supported the research questions by showing that a well-designed
compensation strategy, including both monetary and non-monetary elements, is crucial for
attracting, retaining, and motivating talent. Insights from Maslow's Hierarchy of Needs
highlighted that addressing higher-level psychological needs through non-monetary benefits
can significantly enhance employee engagement and motivation.

Effective leadership was also identified as a critical non-monetary benefit that profoundly
influences job satisfaction and retention. These findings provide valuable insights for
organizations aiming to boost employee satisfaction and productivity by implementing non-
monetary benefits, relational rewards, and strong leadership practices. It is recommended that
companies work harder to communicate leadership as a benefit. By addressing the diverse
needs of employees through comprehensive compensation strategies, organizations can
create an environment that supports the holistic well-being of their workforce, leading to a
more motivated and engaged workforce and ultimately contributing to organizational
success.

The study's results showed the importance of non-monetary benefits such as professional
development opportunities, subsidized services, and a supportive work environment in
reducing stress and promoting mental well-being. Participants highlighted the value of
benefits like access to company gyms, low-cost company restaurant, and additional vacation
days, which contribute to a more balanced and fulfilling work-life experience. These findings

49
align with existing literature, reinforcing the fact that non-monetary rewards can have a more
significant impact on employee motivation than traditional financial incentives.

Additionally, while several studies have considered the relationship between monetary
incentives and employee motivation, few have evaluated the relationship between non-
monetary incentives and their effect on employees' mental health. That is why this research
was relevant, to fill that gap, it revealed the relevance of non-monetary offerings in reducing
stress and making life more convenient for employees.

This research also demonstrated the persistent issue of work-related stress and burnout,
emphasizing the need for strong mental health support systems within organizations.
Participants reported that high workloads, unrealistic expectations, and a lack of managerial
support were primary stressors leading to burnout. These insights suggest that companies
must prioritize mental health initiatives, provide adequate resources for stress management,
and train managers to recognize and address signs of burnout effectively.

The growing recognition of mental health issues, such as depression, anxiety, and stress-
related disorders, highlights the importance of these initiatives. Mental health concerns
significantly impact employees' well-being, productivity, and overall job performance. As
stated by the World Health Organization (2019), “Organizations increasingly acknowledge
the need to prioritize mental health support, develop inclusive policies, and provide resources
to promote a mentally healthy workplace”. Therefore, organizations need to continue
prioritizing mental health support, develop inclusive policies, and provide resources to
promote a mentally healthy workplace.

After reviewing the literature and research findings, it is evident that a comprehensive
compensation strategy integrating both monetary and non-monetary benefits is crucial for
creating a positive work environment. Organizations need to move beyond traditional
compensation models and focus on holistic approaches that cater to the diverse needs of their
workforce. This includes offering opportunities for professional growth, ensuring work-life
balance, and cultivating a culture of recognition and support.

The recommendations for practice from this study emphasize the need for organizations to
evaluate and enhance their compensation and benefits strategies continuously. Regular

50
surveys and feedback sessions can help organizations stay attuned to employee needs and
preferences, allowing for more tailored and effective human resources management
practices. Additionally, companies should invest in training programs that equip managers
with the skills to lead empathetically and support their teams’ mental and emotional well-
being.

In conclusion, this study emphasizes the significant positive impact of non-monetary benefits
and relational rewards on employee mental health, motivation, and job satisfaction. While
monetary compensation remains important, non-monetary incentives play a crucial role in
fostering a supportive work environment and enhancing overall well-being. This research
contributes to the corporate world by highlighting the relevance and importance of non-
monetary benefits and employees' perceptions of them and showcasing good practices from
a company recognized for its employee value proposition and engagement.

51
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Appendix

Table 1
Non-monetary benefits coding

Coding Topics Sub-themes Illustrative quotes

Non-monetary Subsidized Services "The canteen is really good because you save
benefits a lot of money and enjoy good food."
"Having a company restaurant could be one
of the biggest benefits we have here in
France."
"The gym inside the main building is perfect
because I can't have any excuse not to go."

56
 "We have 10 more days of holidays because
of our type of contract."
"I am a huge fan of the discounts we get on
company products."
"We have summer parties, team-building
activities, those moments gather the team."
"I think the workplace is great, everything is
always clean."
Learning "Trainings on leadership and in my specific
Opportunities topics, I think that is a good benefit, they are
thinking about people's development."
“There are a lot of learning opportunities, you
can learn literally, whatever you want”

Table 2
Relational Rewards coding

Coding Topics Sub-themes Illustrative quotes

"My manager is always available for
guidance and supports my professional
Leadership Quality
growth. This makes a huge difference in my
work experience."
"We cared a lot about the macro benefits,
Relational
sometimes I feel they care less about small
rewards Improvements
benefits, nobody cares about your birthday,
graduation, or even pregnancy."
"The company’s understanding when I need
Work-life Balance to adjust my work hours for family reasons
has been incredibly helpful."

57
 "Facilities that allow us to have fun and
entertain."
"The facilities help you relax before or after
work, and this is something that I really
enjoy."
"People love the company because they want
to have balance."

Table 3
Mental Health Coding

Coding Topics Sub-themes Illustrative quotes

"It's a caring and welcoming company, I was
amazed by the processes to help employees
feel more comfortable with the culture."
"It's a company that gives you a lot but also
expects a lot from you."
"They always want to do more, more
Company culture
projects, more ideas, which could be good or
bad."
"I had a lot of training to help me understand
Mental health
everything."
"People are engaged, people love the
company, our culture is strong adaptability."
"Before we used to work until midnight, and
you had to come back at 8:30 am."
Negative impact on
mental health "In marketing, if you leave the building
before 5 pm, there were comments like 'are
you taking the afternoon off?'"

58
 "For senior leaders, they expect that you
arrive before them and leave after them, and
normally they work a lot."
"They ask you to do many things, they
support all the initiatives, without any limits
and without budget and headcount. They don't
give you the means to succeed."
"Although I had all the symptoms, nobody
did anything."
"I am a very resilient person and I have been
adapting to different managers that could ask
for more work or expect me to stay longer
hours."
Own perceptions
"I am a hard-working person."
"It is really hard to ask for help when you
struggle with your mental health. It is hard to
admit."
"Not having benefits would be really hard; if
you only work, you can feel saturated without
Impact on Job
having fun. It will give me anxiety and
Satisfaction
stress."
Having no benefits could take away my desire
to work."

Table 4
Stress / Burnout Coding

Coding Topics Sub-themes Illustrative quotes

59
 "The workload can be intense, especially
during project deadlines, leading to
significant stress."
"I don't feel anxious every day, but I can feel
stress maybe once or twice per week."
"The beginning of the weeks tends to be more
stressful."
"At this company we work like crazy."
"The company is noticing that new
generations will not work the same as before,
right now for them the priority is to have
work-life balance."
Workload "They gave me another job apart from my
job, it was too much."
"We quest for excellence."
Stress/Burnout "I was completely overloaded and
experienced burnout, which was very painful
but full of learnings for me."
"When I receive a lot of emails, requests, and
Teams messages, it kind of gives me anxiety."
"Companies are transforming at a fast pace,
we have a lot of meetings, people are not
eating, they don't pause, and you cannot
disconnect from work when you arrive
home."
"It's like being a hamster in a wheel; you are
constantly running, faster, faster, faster, but
you feel it will never end."
Burnout
"I could not even take vacations because the
world project was on me, all the responsibility
on me."

60
 "I was very isolated; I didn't want to eat. I lost
weight, and I couldn't sleep at night. My ex-
manager told me that she was noticing many
changes in my behavior, but she didn't do
anything at all."
"I had all the signs that they tell you in the
psychosocial risk prevention, they trained
HR, but my HR was not here, and I didn't
think to call them."
"I began to smoke. I stopped during 5 years,
but with this burnout, I started again."
"Honestly, I think I didn't benefit from
anything, there was no special counseling.
Nothing was put in place, everything was
from my side, my external counsel. They
were supporting when I asked for something
but not offering anything."
"Burnout is a phenomenon that is still not
well-known. There are not enough experts.
Medically burnout is treated similarly to
depression, it is not the same. Neither the
doctors nor HR are prepared for burnout."

"They started reviewing if it was something

at home, or in my personal life, trying to
culpability something external, but I showed
them it was the purely work-related cause."
"We need to train HR and employees to notice
burnout"

"Analyze the data and the projects, there are

61
 some projects that are machines to create
burnout"

Table 5
Employee Engagement Coding

Coding Topics Sub-themes Illustrative quotes

"I haven't thought about leaving this
company. I really enjoy the work, but I also
love my colleagues."

"In another experience, the work environment

was a bit fake. They just sell us a company
that was not true, just for us to work more,
there was no transparency."

Work environment "Before I moved to my current position, my

ex-team did a celebration for me; they bought
Employee
food to share. It was a really nice moment to
Engagement
finish this step before the new chapter."

"There is a lot of cooperation, I felt supported

by my colleagues."

"All the benefits we have made you feel

connected and to value more the company."
"The most memorable thing is that thanks to
the bonus I was able to buy my apartment,
Financial Benefits
everything thanks to the company savings and
my effort."

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 "Position, task. Ideally if you can know who
will be your manager. Benefits linked to the
salary. Salary of course. Size of the
company."
Criteria to change to
another company
"I had a mid-life crisis, I wanted to leave the
company and then when I compared the
salary and benefits, they were not comparable
outside, everything was better inside."

Table 6
Leadership Coding

Coding Topics Sub-themes Illustrative quotes

"People leave this company when they don't
have a good manager."

"In my past experience, my manager was

micromanaging, he wanted to control
Relevance of everything, I didn't like that, so I decided to
Leadership in a leave my company."
company
Leadership
"Things started to become better when I met
my HR director."

"For me the manager is what can make you

solve or do a worse experience"
"My previous manager’s micromanagement
Managerial Practices style made me anxious and reduced my
productivity."

63
 "Since the beginning, they were expecting
that I succeed."

"The support system failed, I had 2 bosses, 2

jobs. It created very strong tensions in terms
of workload and mental health. I was on sick
leave for 2 months."

"During the weeks before the burnout my

managers were ignoring the fact that this was
happening, nothing happened until it was very
very late."

"My manager was 60% of the cause of the

burnout, she didn't support, she was finger-
pointing all the time, no psychological safety
at all."

Annex 7
Example of interview, participant 2, highlighted in yellow the possible codes for the data
analysis.

Speaker 1 (00:00)
Hello X, thank you so much for your time and for opening this space. As you may know, we
are going to record this interview just for me to come back to the notes. I'm going to take also
some notes, and for me to highlight something that some things that I consider that they are
relevant. And thank you so much for your time and for giving me this space. As you may
know, the interview will maintain completely confidential your name and the name of the
company. We will just analyze some facts that you mentioned in the interview for an
academic project. So thank you. How are you?

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Speaker 2 (00:47)
I'm fine, thank you

Speaker 1 (00:55)
Okay. That's great.
Well, and I would like to for you to tell me a little bit more about your workplace. How is
it to work there? What are the things that you like the most and the things that you
don't maybe don't like that much?

Speaker 2 (01:10)
Well, for me, the thing that I like, I like the most is the diversity that is in the team. Because
I have some colleagues coming from Russia, other coming from Bahrain, from Turkey, from
UK, Brazil and, well, the rest coming from France. But still is interesting because you can
notice the different cultures when people are giving their comments about work or even
about, things that are not exactly about work. So more like in during informal conversations.
And I think that is a way to, to grow not only as a professional, but also like in a personal
sense. And is it keep the day to day interesting, funny, entertaining and um, when sometimes
it can be? Maybe because all the things that we have to do, maybe it can be a little bit stressful
or, maybe, sometimes we are just, too focused in our things.

But when we have like a conversations and we share about, each other country show their
culture that, helps you to release a stress and like, to stop just like for some minutes to then
come back to work. Like with, much relaxed mentality, mood in general. So I think that is
nice. And also, I think that that is something that, COMPANY X, back a lot because, in my
case, I have some French lessons and they are, like, totally paid by COMPANY X, and they
even, give you the possibility to go to do an immersion. In Pau it's a city in France, and they
also pay for everything. So that is something that allows you to be like more involved in the
company, more involved in the culture. And that makes things much, much easier, not only
for you, but also for your colleagues.

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And at the end, that is a contributing again to your professional, but also to your personal
life. And I really appreciate that. We also have like, we have a library and we have also Salle
des sports and also the canteen with their really good prices and really good food, you can
choose. You have a lot of a lot of options there. That is something also for me really, really
important. And because it's like you have everything just in one place and also with the very
low prices, which is good, especially for interns and people who is just starting maybe a want
to not spend a lot of money and these type of things. But you still can do this in COMPANY
X and with good quality so that, what else, well, there are a lot of events also for networking
for and for just, enjoying with people, even if you have no professional interest behind.

I can say that my team, they are I mean, my like, my main team is, I think that the average
age is like, maybe, between, 20, 26 and 33, maybe. And I think this is cool because it keeps,
everything fresher. People are more flexible. Still we have a good, very good environment.
It's like, we have funny conversations. It's not very everything, like, very structured is like,
very, predefined and not sometimes we just like share this type of moments. And I think that
is good. Also,, in some point, I think that managers can have this, this skill to manage, like
difficult situations in the right way, even if the situation is coming from a personal experience
or context or situation.

So I think that is also important because that is part of the, like, most emotional intelligence
of managers, and I'm talking particularly about my manager and, yes, I think that.

Speaker 1 (06:28)
Okay. Thank you. Thank you so much for the details. You mentioned a lot of, um, non
beneficial benefits, which sounds really interesting. And when you were telling them it
sounds like you are happy about them, can you tell me one experience or maybe 2 or 3
good memory that you have with these benefits.

Speaker 2 (06:55)
So here you're talking about, like the salle de sports.

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Speaker 1 (06:59)
Yeah, exactly. Like non-monetary benefits.

Speaker 2 (07:03)
Yes. Well, I started to go to the gym like, two, three weeks ago. And actually it has helped
me a lot because I already live pretty close to the company. And this option to have the gym
inside the main building, the headquarters, is perfect because I cannot have any excuse to not
go to the gym. And at the end, the gym helps me to definitely release stress, to start the day
with a lot of energy, with a lot of, like, a clear mind. So I already know when I arrive to the
office early, I already know what I'm going to do because I've been thinking about that. And
maybe before then, usually early than than usually or early than before. And, and I feel like
a really energized when I do a sport in the morning and, for sure this, is good for my health,
mentally and physical health. Well, I still haven't used, the library, but I know that there are
a lot of books there, like, all type of books, and I think I'm going to use it after and for maybe
planning some, some things that like some trips that I am going to do during the year.

And about the canteen. Well, they have a lot of options for good quality, good price. And
you have, salads, you have meat, you have a vegetable. cheese. She's like everything. So it
helps you also to be like healthy. And it's also like a good moment for sharing with the
colleagues and also to do some networking. So and at the end that is all like things that
indirectly are contributing to your career inside the company. And I would say even outside.
So maybe this and yes, I think, I think this is, good.

Speaker 1 (09:10)
Yeah. Okay. Okay. Perfect. Good memories. You were mentioning that this kind of activities
or. Yeah, like things that gives you, this company makes you feel healthier, better organized.
Can you think about or I don't know if you have had the experience of working in a company
without this non-monetary and benefits. How would be if you work for the same company
but without all these benefits? What would change the experience?

Speaker 2 (09:45)

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Well, I have already worked in companies without these benefits, so maybe I can talk to also
comparing like these two experiences and I mean maybe like you don't don't do this type of
things like, for example, now let's say like three weeks ago I was not subscribed in the gym
so I was not doing like any sport at all because my usual salle de sport is now is far from my
place, and I was just like finishing work, and I was like oh no I'm too tired, so I was giving
excuses for not going. The benefit of having the gym in the same place is like I cannot have
an excuse like it is too far no because now it's like I have it close to my place of work my
place and of my house so it facilitates me the decision to go to the gym and also it's safe time
for me because I don't have to go to another place come back to my place and I don’t have to
take the Metro and also like the time you spend there when you are already tired and things
like that so yeah and about the cantine it is really good because at the end you safe a lot of
money and you are enjoying good food, You don’t have to wait for someone to receive your
order their way for the order to arrive and then have to pay maybe I don't know 12 15 euros
every day but you are paying less maybe four or five six depending on what you're taking so
that helps to save money I mean I can I think that I can work without this benefits but to have
them use it's just wonderful, is perfect. I’ve done this before I have worked without these
type of benefits and I still did my job I was also happy in the company. I mean for sure to
have the meat makes you like more motivated more engaged also with the company in our
way at least I would say like you are grateful for having this and and if there are these benefits
is because they also want for us to take advantage of them that you know to profit a lot of
them so yeah why not.

Speaker 1 (12:54)
What would happen or how would you react if one day this company says like we are
not having this benefits anymore? We are going to take out the cantine, the salle de sport
and all the other non-monetarian benefits, what would you think and what would change
in here and day-to-day life?

Speaker 2 (13:17)
Well, I think about the cantine I would be a little bit angry and I would say like okay, but if
you are not going to give them, you have to give us like “bono resto” or maybe increase our

68
salaries or something like that because in some point you need to compensate like this benefit
that your removing. But I think that for the salle the sport, I mean it would be a shame, but
okay I think I can find another salle de sport, the CSE they offer you like bonuses for going
to the gym, not the gym of the company, but a gym outside so at the end is more easily a bit
more expensive but the reduction is still big, so maybe if they remove definitely all of these,
would be a shame. But stil,l I mean if you want to do sport I will be open to pay the gym,
actually I have done it before finding the gym in the company, so it depends of the benefit
we are talking about.

Speaker 1 (14:32)
Why do you think people decide to leave the company? Like this company that you are
working that you said that they have a lot of things/benefits, why do you think people leave
the company? or what have you heard?

Speaker 2 (14:46)
what I heard sometimes it's like the entry jobs but this is merely what I heard because honestly
I don't know but like the entry jobs are well paid but when you have certain level certain
experience then they increase on your salary is very low in comparison to other companies
so, for example, let's say I don't know like a senior manager in COMPANY X is earning I
don't know 100k and maybe with the same amount of experience in the same level managers
in another company it would be like 120 so people decide to switch there and in order to gain
these different but that's what I've heard I think that also because sometimes there are certain
positions that are very very stressful I mean and maybe this impact personal life of people.
Or maybe they find another job where they have to do less effort but still earn the same
money and I think that maybe also when you have like not good relationships in your team I
think there is like some micromanaging and your team is not really on team working or they
are not very collaborative maybe I think that this also that there is also something that can
make you go to another company and I had another one in mind but I just forgot yeah maybe
that maybe if you feel that you are not moving or progressing a lot, maybe your expectations
are different from reality, if you want to progress in 5 years and after these 5 years you
haven’t progress, you are stock there and you feel this is coming more from a political side

69
than your performance, that can push you to move to another company. Honestly, I don’t
know something specifically, I believe the reasons can be diverse, on each situation.

Speaker 1 (17:40)
You mentioned some things such as not like not progressing in the company, poor
collaboration, stress, not good relationship in your team. Have you ever experienced like one
of these doing your day-to-day life in this work?

Speaker 2 (17:54)
Where I would say that 80% or even 90% of the time I'm really enjoying my job. I mean like
I wake up on Monday I'm not like you know, I don't have the typical total thinking of is
monday, I have to work. It’s more like let's do it, it is another week. But what I don't like
sometimes is when I have to work with someone that doesn't want to collaborate and when
maybe this person is looking more for an individual recognition or to have like the spot light
on, over passing your responsibilities, and they want to like the owner of your responsibilities
or like push you for your responsibility so I think there should be like a limit between being
collaborative and do some teamwork and also respect the other person field, position,
responsibilities projects, you know. Because then you need to know that you are part of a
team, you are not someone just like there, and the others are not working for you or the others
doesn't care, because actually, everyone wants to progress or even to show results, receive a
congratulations, recognition, that is the thing that I don't like maybe sometimes but that’s
being something very particular. And I mean at some point, I will say after 1 or 2 years if
things are always going this way, this is bothering me, even though if I spoke it, if anything
changed and the things continue like this and no one is doing anything about it, I need to try
to fix it by myself for my own benefit and think about how I'm going to move after this.

Speaker 1 (20:35)
Okay, okay, you mentioned that if the situation is very stressful, you will think in a medium-
term you will think to change to another company. Right? So, what would you like or look
for in a company after being in this actual company? What criteria?

70
Speaker 2 (21:10)
The first thing, to be honest, is like how much they are offering you and when I'm saying this
I'm saying like all the package. Not only like your Brut or net salary, but also like the things
behind that so participation, all this stuff because at the end that counts a lot. Maybe in one
company, it can be the participation can be very weak and in the other one, very small but
it's salary compensates.

Also like what type of role they're offering you, so if the role is very operational and you just
have to always do the same things, it becomes a routine and you are learning nothing, I think
that is something that for me doesn't work because I want a place where I'm growing, where
I'm growing not in terms only of a salary in terms of senior positions, but in terms that I'm
saying like okay, so this month I learned this, now I feel like I'm more expert in this because
they are giving me some trainings some learning.

Also if they are letting me gain experience, like different situations, to be exposed to different
publics to different stakeholders inside the company so you are like visible for others so that
is also still like growing because is the difference to be inside your office and not meet with
anyone, than having to talk with a big public or even not big but to talk with other person
other people, to receive feedbacks, to receive some questions and then you are like how can
I answer this but next time you will be prepared so if you're growing in that sense in an
something small let's magnify this. It could be, bigger public, maybe someone in a higher
hierarchy, so this type of things are making you grow in experience and if you add this to all
the trainings for the learning the new topics, that would be something for me like a criteria
to go to another company. I mean if this company is offering more about that in the place
where I'm right now maybe I'm going to consider this.

And what else, also I think that it's cool when they are very open for you to have the
possibility to move horizontally in the company. So for sure, it's important to move vertically
but to move horizontally is also very interesting because you can switch easy from one
department to another, and actually when a companies are very open to that, even your

71
manager can push you and can support you to do that and because at the end it's a win-win.
They are gaining networking other department working and experience.

Also the possibility to have international mobility, well right now I'm pretty good here in
France but I know why not to do it in the future. I think that actually international mobility,
at the end for example what is the case of the Audit department, they are people that are super
young they're always traveling to do some missions and they are discovering not only like
another plant or another office of COMPANY X, but they are discovering how people of this
office and this plant work, depending on the culture of the place and that makes them to have
like a wider overview of what is happening in the company and why this is happening there
and it's not happening in another place. And that you know, like the experience you gain, the
Vision you have of the entire company is wider so in that this is also cool. And actually, you
can notice that like top managers, a lot of them, have been part of the Audit department,
because this is something that makes you gain, that you cannot learn when you are only one
country when you're staying there. You need to know what risks are there and how can I
reduce the risk of this happening.
Speaker 1 (26:40)
Perfect, thank you so much, is there something that is around your mind of what we have
talked about (benefits, impact of them in your life), is there something else that you will
like to share about this topics?
Speaker 2 (27:08)
I’ve talked a lot! But I think that is like, the result of this these type of benefits. Non-
monetarian benefits, I think they are, at the end I don't know if consciously or unconsciously,
but you feel more committed with the company, more engaged and more like you feel more
part of the company. And I think it makes life easier, in every day, I mean like you save time,
you save money, you save maybe energy, you are still in contact with people inside the
company so you share spaces and moments with them and I think emotionally it helps a lot.

Speaker 1 (28:30)
Thank you so much for your time, it was a pleasure to have this space with you!

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Annex 8
DECLARATION OF ACADEMIC INTEGRITY AND RESOURCES USED

I, Lina María Echeverry, declare that this document, titled ‘Examining the impact of non-
monetary benefits on Employee Mental Health’ is the result of my original research and
scholarly work conducted during my enrollment at Grenoble Ecole de Management. I affirm
that I have adhered to the principles of academic integrity and honesty, ensuring the
appropriate use of external resources and the acknowledgment of contributions made by
others.

1. Originality of Work:

a. The content presented in this document is the product of my independent thinking, insights,
and critical analysis.

b. I have not plagiarized or misrepresented the work of others, and I have provided proper
citations and references for all sources consulted.

2. Use of External Resources:

a. I have utilized a wide range of scholarly resources, including books, research articles,
conference papers, and online publications, to inform and support the research conducted in
this thesis.

b. The references and citations provided throughout this thesis accurately reflect the sources
consulted, allowing readers to access the original works and explore the supporting evidence.
c. I have critically evaluated the quality, reliability, and relevance of all external resources.

3. Use of Generative AI Tools:

a. I have listed all Generative AI tools employed in this research in the "Use of Generative
AI Tools" table provided below.

b. I have exercised critical judgment in selecting and presenting the outputs of the generative
AI tools, ensuring their relevance, validity, and coherence with the broader research
objectives.

73
c. I have adhered to ethical guidelines and legal considerations related to the use of generative
AI tools, respecting intellectual property rights, and ensuring compliance with applicable
laws, regulations, and licensing agreements.

4. Ethical and Legal Considerations:

a. I have adhered to ethical guidelines and legal obligations throughout this research, ensuring
the privacy and confidentiality of participants (if applicable) and conforming to relevant legal
and ethical standards.

b. The research methodologies employed in this thesis have been designed to minimize harm,
protect participants' rights, and ensure the integrity of the research outcomes. I acknowledge
that any breach of academic integrity, including plagiarism or misrepresentation of sources,
is a serious offense and can have severe consequences and can justify referral to a disciplinary
board. Therefore, I affirm the authenticity and originality of this thesis and declare that it is
a true representation of my academic efforts.

13/07/2024

Lina María Echeverry

Domain Gen AI Tool Purpose Approach Sections of
Document
Idea Generation ChatGPT Structure and Creation of prompts, Introduction
complementary taking relevant and Data
information information to enhance Analysis
document’s coherence.
Text ChatGPT Translation of Translation of Spanish Literature
Generation some sources sources into English, Review
that I found in finding and
Spanish summarizing key points.
Text Revision, Grammarly Improve Applied automatic Entire
Translation, wording and grammar and style Document
Summarisation grammar suggestions to improve
the text and ensure
grammatical accuracy,
because English is not
my native language.
Other

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