Assessing the factorial structure and internal consistency of the mental fitness and resiliency inventory (MFRI)

• Pages: 153-171
• DOI: https://doi.org/10.1108/IJWHM-07-2019-0100
• Published date: 20 February 2020
• Date: 20 February 2020
• Author: Patricia Peterson,Bill Morrison,Robert Laurie,Viviane Yvette Bolaños Gramajo,John Brock Morrison
• Subject Matter: Health & social care,Healthcare management,HR & organizational behaviour,Human resource policy,Employee welfare

Assessing the factorial structure

and internal consistency of the

mental fitness and resiliency

inventory (MFRI)

Patricia Peterson, Bill Morrison, Robert Laurie and

Viviane Yvette Bola~

nos Gramajo

Faculty of Education, University of New Brunswick,

Fredericton, Canada, and

John Brock Morrison

Faculty of Interdisciplinary Studies, University of New Brunswick,

Fredericton, Canada

Abstract

Purpose –This paper explores the use of the mental fitness and resiliency inventory (MFRI) as a tool for the

management of workplace health and well-being. The MFRI provides information on the extent to which

positive workplace practices are experienced within three mental fitness domains and five resiliency domains.

The purpose of this study was to investigate the factorial structure and internal consistency of the MFRI.

Design/methodology/approach –The MFRI was administered to 1,519 employees in multiple workplace

environments in Canada. The factorial structure of the MFRI was examined to conduct confirmatory factor

analysis (CFA). In addition to the CFA indexes, the internal consistency of each latent construct was calculated,

with results reported using Cronbach’s coefficient alpha.

Findings –The reliability of the MFRI is very high (alpha 50.973). The fit indexes from the CFA indicate that

the model is permissible. The MFRI can be used with confidence to highlight mental fitness and resiliency

strengths, as well as areas needing further development in workplace environments.

Research limitation/implications–Limitations may include the selection of fit indexes upon which to base

judgment as to whether the model is satisfactory. Although the MFRI model has been confirmed based on the

data from the study sample, there is not yet sufficient data to conclude that the model is a true predictive model.

Current and ongoing research will enable elaboration on this matter. In addition, formal documented

observations regarding the MFRI’s face validity and ease of explanation and understanding of the results may

confirm a priori expectations on the part of the users and may strengthen the conclusions from this study.

Practical implications –Implicationsfor workplacesarising fromthe validation of theMFRI include a growth

in capacity to measurethe existence of positive psychology practices within organizational environments and

to identifyand address areas for neededgrowth and development.By assessing the prevalenceof mental fitness

and resiliency practices in workplace environments, reports can be produced that indicate various levels of

development and integration of these practices. The application of the MFRI facilitates the use of

evidence-informed decision-makingin addressing organizationalgoals related to positiveworkplace cultures.

Originality/value –The MFRIis a new, validated instrumentthat measures the presenceof positive practices

that contributeto healthy and effective workplacecultures. The results of the MFRIprovide workplace health

managerswith a profile of organizationalstrengths (practicesthat are embedded and comprehensive)and areas

for development(practices requiring promotionand capacity building) relatedto mental fitness and resiliency.

Keywords Mental health, Assessment, Workplace health management, Psychological well-being, Resiliency,

Mental fitness

Paper type Research paper

Managing

workplace

health and

well-being

153

Corrigendum. It has come to the attention of the publisher that the article Peterson, P., Morrison, B.,

Laurie, R., Bola~

nos Gramajo, V.Y. and Morrison, J.B. (2020), “Assessing the factorial structure and

internal consistency of the mental fitness and resiliency inventory (MFRI)”, published in International

Journal of Workplace Health Management, currently on Earlycite, listed incorrect affiliations for the

authors. The correct affiliations have now been updated online. The authors sincerely apologise for this.

The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/1753-8351.htm

Received 12 July 2019

Revised 24 September 2019

16 November 2019

Accepted 6 January 2020

InternationalJournalof Workplace

HealthManagement

Vol. 13 No.2, 2020

pp.153-171

© EmeraldPublishing Limited

1753-8351

DOI 10.1108/IJWHM-07-2019-0100

1. Introduction

Efforts to improve employee mental fitness and resiliency in workplace environments are

becoming increasingly prevalent. The mental fitness and resiliency inventory (MFRI) was

developed to assess these two domains, providing workplace environments with quantitative

results on their strengths across three mental fitness and five resiliency subdomains.

Mental fitness is a state of psychological well-being derived from one’s thoughts and

emotions and is based on our needs for relatedness, competency and autonomy-support. Deci

and Ryan (2007) assert that interactions with others will either impede or facilitate the

fulfillment of these core psychological needs. When these needs are met within individuals,

people experience greater motivation and self-determination in pursuing positive change.

When these needs are met within relationships in the environment, workplaces become

settings in which psychological wellness and positive team interactions are fostered.

Resiliency is the ability to persist in the face of adversity and “bounce back”when

challenges are encountered. Resiliency comes from a combination of positive attributes

developed through families, education, social and cultural connections, as well as through

workplace experiences. Resiliency assets may reflect both individual and organizational

strengths that facilitate empowerment, positive coping, healthy transitions and learning.

The MFRI was developed and reviewed by content and assessment experts. Preliminary

data wereanalyzed using principal components analysis(PCA) which led to further refinement

of the MFRI, resultingin the inclusion of 32 workplace practices to which respondentsindicate

prevalence in their workplace using a five-point Likert scale. The MFRI was initially

administered to 1,519 employees in multiple work environments in Canada. The MFRI’s

reliability structure and factor structure were obtained using CFA. Since its validation, the

MFRI has been administeredto over 20,000 individuals within Canadian industry,government

and educational sectors (Morrisonet al., 2018a,2018b;Peterson and Morrison, 2018).

Reports provide information on the extent to which positive workplace practices are

experienced within three mental fitness domains and five resiliency domains. Each scale has

been validated for its reliability and validity. Example item types included in the MFRI (with

rating scales that describe their prevalence) include:

(1) My workplace is characterized by respectful interactions.

(2) My workplace is open to employees’questions and concerns about their work.

(3) My workplace recognizes the strengths of employees.

(4) People know what is expected of them in their workplace.

(5) People have opportunities to learn new things in their workplace.

(6) People have others who care about them in their workplace.

The purpose of this study was to investigate the factorial structure and internal consistency

of the MFRI.

2. A review of literature

Current research underscores the importance of creating workplace cultures that foster the

psychological health and wellness of employees within their team and work environments.

Healthy workplaces support well-being and are psychologically safe environments,

providing a foundation for effective team functioning. Organizations can be proactive by

taking targeted actions to safeguard the well-being of employees and by ensuring the creation

of positive and healthy workplace cultures (Seppeala and Cameron, 2015).

Understanding the vital role that workplace culture plays in creating psychologically

healthy workplaces is essential for mitigating or decreasing the escalation of mental health

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