Mental health support and employee performance in public organisation in Uganda, a case of Uganda revenue authority

Abstract

The study examined the influence of mental health support on employee performance in public organisations in Uganda particularly focusing on Uganda Revenue Authority. It was guided by three objectives which are i) to examine the influence of psychological support on employee performance in Uganda Revenue Authority, ii) to assess the influence of emotional support on employee performance in Uganda Revenue Authority and iii) to examine the influence of social support and employee performance in Uganda Revenue Authority. The study adopted a cross sectional design to collect data at a single point in time and employed mixed methods of research approach to gain a comprehensive understanding of the topic. A study population of 99 individuals were used from which a sample size of 79 respondents was determined. The study used the survey method and interview method of data collection. The results showed that while URA has made efforts to support employee mental health, some areas need improvement. 73% of employees acknowledged access to mental health resources, 63.5% felt encouraged by supervisors to seek help, and 68.2% agreed that management allows time off for mental health recovery. Regarding emotional support, 66.7% affirmed open communication about well-being, and 65.1% felt supervisors provided encouragement, though 57.2% noted a lack of emotional reassurance. Social support was recognized by 77.8%, with 82.6%appreciating bonding activities, yet 58.7% felt teamwork and collaboration were lacking. While URA has made progress, strengthening emotional reassurance and teamwork remains essential. The study concluded that while providing resources and initiatives is a step in the right direction, their success depends heavily on consistent implementation and alignment with employee needs. Bridging gaps in work-life balance, reducing stigma, and acknowledging emotional and social requirements require a proactive approach from management. It is also noted that equipping supervisors with the tools and training to offer genuine emotional and psychological support is vital to fostering collaboration and providing reassurance during difficult times. Beyond addressing immediate challenges, leaders must focus on long-term strategies that cultivate resilience by prioritizing emotional safety and employee well-being. From these conclusions, the study recommended that HR department should develop and regularly update a comprehensive mental health policy, including confidential counseling services and employee assistance programs (EAPs). It is further recommended that supervisors should regularly check in with team members to provide reassurance and acknowledge emotional challenges during stressful periods or organizational changes. It was also recommended that management should implement initiatives to foster inclusivity and belonging, such as mentorship programs, cultural celebrations, and inclusive policies.