| Enhanced mental health and wellbeing literacy among managers | Effective change management and implementation of initiatives; improved engagement among staff | Improved communication, approachability and enrolment in professionally designed mental health and wellbeing training | Managers and senior executives | Senior executives, HR department, accreditation authorities | Bovopoulos et al. (2016, 2018) examined role of mental health first aid among contracted corporate clients; Lloyd & Payne (2014) examined role of managers in cafes. |
| Clear processes and more avenues to report bullying | Prevention of bullying and deterring of bullying behaviour | More than one level; whole organisation approach and culture of encouraging reporting | HR department/senior executives | Whole organisation | Cornell and Cole (2012) explored bullying in schools; Gillen et al. (2017) explored prevention of bullying at workplaces |
| Building a community that openly discusses work-related stressors such as bullying | Reduced bullying occurrence and improved culture | A work culture in which staff are allowed time and space for mutual idea sharing, collaboration and simply talking with one another | HR department/senior executives | Managers, HR department and senior executives | Cornell and Cole (2012), Holton, Barry, and Chaney (2016) explored coping and other strategies used to manage work-related stress |
| Staff wellbeing is a measurement outcome for managers | A work culture that supports reduced work-related stress | Implementing measurable and tangible initiatives related to staff wellbeing | Managers | HR and senior executives | Hoang et al. (2020) explored role of leadership in influencing organisational innovation/change |