Mood Disorders and their Impact on the Workplace

Major Depression and Disruptive Dysregulation Disorder

Within the depressive disorders described in diagnostic manuals such as the DSM-5-TR, the common characteristic is the presence of a sad, empty or irritable mood, accompanied by somatic and cognitive changes that affect functional capacity.

Disruptive mood dysregulation disorder refers especially to cases of persistent irritability and episodes of extreme lack of behavioral control.

Major Depressive Disorder represents the classic condition, characterized by discrete episodes of at least two weeks' duration.

Symptoms include a depressed mood most of the day, a marked decrease in interest in activities (anhedonia), significant changes in weight or appetite, insomnia, fatigue, feelings of worthlessness or excessive guilt, and difficulty concentrating.

It is vital to distinguish clinical depression from normal sadness or bereavement; whereas bereavement is an appropriate response to a loss, major depression involves a profound disruption of neurovegetative functions that severely impacts productivity and interpersonal relationships within the organization.

Bipolar spectrum and manic episodes

Bipolar disorders act as a bridge between psychotic and depressive disorders in terms of symptoms and genetics.

Bipolar I disorder requires meeting criteria for a manic episode, which is a period of at least one week of abnormally elevated, expansive or irritable mood with a persistent increase in energy.

During mania, the worker may exhibit grandiosity, decreased need for sleep, verbosity, flight of ideas, high distractibility, and excessive engagement in activities with high potential for painful consequences, such as reckless financial investments.

Bipolar II disorder requires at least one major depressive episode and one hypomanic episode (less severe than mania), but no history of full-blown mania.

Although previously thought to be less severe, it is now recognized that mood instability in type II leads to serious impairment in social and occupational functioning due to the burden of depressive periods.

The impact of mental health on occupational performance.

The presence of untreated psychopathology in the company has direct consequences both for the worker and for institutional effectiveness.

Mood disorders can cause significant impairment in important areas of functioning.

The occupational psychologist plays a crucial role in assessing how these emotional aspects influence staff performance and adaptation.

One of his or her fundamental tasks is the prevention of psychosocial risk factors and the promotion of healthy organizations to prevent occupational stress from developing into more serious pathologies such as Burnout syndrome.

By understanding why these disorders develop, it is easier to find effective treatments and make reasonable adjustments to the work environment.

Timely intervention not only helps reduce absenteeism and accidents, but also ensures that human capital maintains its well-being and mental health, which is the in