Monthly Archives: April 2024

Enhanced flexibility in the workplace linked to a reduced risk of cardiovascular disease

A recent study led by Harvard T.H. Chan School of Public Health and Penn State University suggests that increasing workplace flexibility might decrease the likelihood of cardiovascular disease among employees. This research found that in environments where measures were taken to minimize the clash between work demands and employees’ personal or family responsibilities, those employees who initially faced a higher risk of cardiometabolic issues, especially those of older age, witnessed a significant decrease in cardiovascular risk. This decrease was comparable to the reversal of five to ten years of age-related cardiometabolic deterioration.

Scheduled for publication on November 8 in The American Journal of Public Health, this study pioneers the evaluation of how modifications in workplace conditions can influence cardiometabolic health risks. Lisa Berkman, the Thomas D. Cabot Professor of Public Policy and Epidemiology at Harvard Chan School and director of the Harvard Center for Population and Development Studies, co-led the study. Berkman highlighted the significance of work conditions as crucial social determinants of health. She noted that alleviating work-related stress and work-family conflicts led to a noticeable decline in cardiovascular risk among the more susceptible workers without adversely affecting their productivity. This outcome holds significant implications for employees in low- and middle-income brackets who generally have lesser control over their work schedules and demands, facing more substantial health disparities.

The study was part of the Work, Family, and Health Network’s efforts. It introduced an intervention aimed at enhancing work-life balance. Supervisors received training on recognizing and supporting their employees’ personal and family needs alongside work performance. Additionally, supervisors and their teams participated in practical sessions to explore new ways to increase employees’ autonomy over their work schedules and tasks.

The intervention was tested within two companies: an IT firm with 555 employees and a long-term care provider with 973 workers. The former mainly comprised male and female employees in high and moderate-salaried technical roles, whereas the latter predominantly employed low-wage female caregivers. Control groups from other units/sites continued their usual routines without the intervention.

Researchers tracked various health indicators of these 1,528 employees, including systolic blood pressure, body mass index, glycated haemoglobin levels, smoking status, HDL cholesterol, and total cholesterol, at the start and again 12 months later. These metrics were used to compute each employee’s cardiometabolic risk score (CRS), predicting the risk of developing cardiovascular disease within ten years.

Although the intervention did not universally affect employees’ CRS, it notably benefited those with a higher initial CRS. Specifically, IT and long-term care employees with elevated baseline scores saw their CRS decrease by the equivalent of 5.5 and 10.3 years of age-related changes, respectively. Age also played a critical role, with employees over 45 with a higher baseline CRS more likely to experience reductions.

Orfeu Buxton, professor of biobehavioral health at Penn State and co-lead author of the study, explained that the intervention aimed to gradually transform the workplace culture to diminish the conflict between professional and personal life and thereby enhance employee health. The positive outcomes observed underscore the potential for such initiatives to be adopted more widely to improve workplace health conditions.

More information: Lisa F. Berkman et al, Employee Cardiometabolic Risk Following a Cluster-Randomized Workplace Intervention From the Work, Family and Health Network, 2009–2013, American Journal of Public Health. DOI: 10.2105/AJPH.2023.307413

Journal information: American Journal of Public Health Provided by Harvard T.H. Chan School of Public Health

Taking short breaks from tasks appears promising in enhancing wellbeing

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A synthesis of 22 previous studies indicates that taking brief pauses—stepping away from a task for durations of 10 minutes or fewer—is typically linked with a decrease in tiredness and an increase in energy. Patricia Albulescu from the West University of Timișoara, Romania, and her team unveiled these insights in the open-access journal PLOS ONE on August 31, 2022.

The issue of burdensome workloads and extended shifts that many workers are currently facing is becoming more prominent. An increasing volume of research is delving into various facets of how employees manage and recuperate their energy, with a significant emphasis on recovery following the conclusion of the workday. Yet, the impacts of recuperative processes during the workday are still ambiguous.

Albulescu and her team undertook a meta-analysis of 22 studies from 19 published papers over the past three decades to enhance understanding in this area. These studies investigated the possible advantages of brief interruptions from assigned tasks. The tasks within these studies varied, encompassing simulated work activities, actual work-related tasks, and cognitive tests unrelated to work. The nature of the breaks also differed, ranging from physical pauses to relaxing pursuits and even to more stimulating activities like watching videos.

The statistical examination of the results from these combined studies demonstrated a consistent link between short breaks and heightened energy and diminished fatigue among participants, suggesting that such breaks could enhance wellbeing.

No direct correlation was discovered between taking short breaks and improved task performance. However, a more detailed data analysis revealed that longer pauses correlate with improved performance, particularly in creative or administrative tasks, albeit to a lesser extent with tasks that demand higher cognitive effort.

These findings advocate for incorporating short breaks as a viable method for promoting well-being in the workplace. Nevertheless, longer breaks might be necessary for recuperating from tasks that are more mentally taxing. Future investigations could explore the benefits of extended breaks and seek to answer other outstanding queries, such as identifying the most beneficial activities to undertake during a brief hiatus.

The researchers concluded: “Our findings indicate that short breaks are effective in maintaining high energy levels and reducing fatigue.”

More information: Patricia Albulescu et al, “Give me a break!” A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance, PLoS ONE. DOI: 10.1371/journal.pone.0272460

Journal information: PLoS ONE Provided by PLOS

AI transforms the work of middle managers

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Incorporating artificial intelligence (AI) into the digital transformation landscape marks a pivotal shift, introducing challenges and modifications to managerial job roles. Research by the University of Eastern Finland illuminates how embedding AI systems within service teams elevates the demands placed on middle management, particularly in the financial services sector. This industry has witnessed a rapid deployment of AI, which can now undertake a substantial portion of tasks traditionally performed by humans. In this evolving workplace, professionals frequently find themselves in hybrid teams composed of human employees and AI systems, necessitating a recalibration of expectations surrounding interaction, human relationships, and leadership.

This detailed analysis, spearheaded by Jonna Koponen, Saara Julkunen, Anne Laajalahti, Marianna Turunen, and Brian Spitzberg, and funded by the Academy of Finland, was showcased in the esteemed Journal of Service Research. It delves into the experiences of middle management as they navigate the integration of AI systems into their workflows within the financial services domain.

The study engaged with 25 seasoned managers from a premier Scandinavian financial services entity, which has extensively integrated AI into its operations in recent years. The findings underscore the complexity of AI integration into service teams, highlighting the nuanced demands it places on middle managers. These managers find themselves performing a delicate balancing act, addressing novel challenges, while the introduction of AI allows for the offloading of routine tasks, thereby enhancing productivity. Despite the rapid pace of change and increasing job demands, the shift enables managers to allocate more time to developmental work and innovation. Yet, the advent of AI also introduces new routine tasks, particularly in monitoring and overseeing AI operations, as Assistant Professor Jonna Koponen pointed out.

A notable aspect of the study revolves around the evolving social dynamics within management, influenced by perceptions of AI as a technological tool or a team colleague. This distinction becomes particularly pronounced with integrating advanced AI forms, such as chatbots, which are often anthropomorphized and considered team members. Such developments prompt the reevaluation of team interpersonal relationships and raise concerns about job security among employees wary of new AI implementations.

The ethical implications of integrating AI into workplace practices also emerged as a significant concern for managers, who now invest more time pondering the fairness and impact of AI-driven decisions. The research underscores the necessity for middle managers to acquire diverse skills, encompassing technological proficiency, interpersonal communication, emotional intelligence, and adaptability to manage effectively in an AI-integrated environment.

Despite AI’s capability to automate various tasks, the study concludes that AI systems are yet to fully replicate the human aspects of management, such as motivating and inspiring team members. Therefore, Koponen advocates a greater emphasis on empathetic and interactive skills when recruiting new managerial personnel for roles that involve leading AI-integrated teams. This nuanced approach to leadership in the age of AI reflects a broader understanding of the complex interplay between technology and human management, underscoring the evolving nature of leadership roles in the modern workplace.

More information: Jonna Koponen, Saara Julkunen, Brian Spitzberg et al, Work Characteristics Needed by Middle Managers When Leading AI-Integrated Service Teams, Journal of Service Research. DOI: 10.1177/10946705231220462

Journal information: Journal of Service Research Provided by University of Eastern Finland

Employees often refrain from taking breaks even when experiencing significant stress

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Intense work demands heighten employees’ desire for breaks. Yet, recent findings suggest that such demands might paradoxically deter them from taking necessary pauses at work, even though this leads to heightened stress, exhaustion, and diminished performance.

The University of Waterloo’s investigation revealed that employees often continued working despite their wish to stop for a breather. A likely cause for this reluctance could be the perceived pressure to complete tasks promptly.

James Beck, a professor specialising in industrial and organisational psychology at Waterloo, stated, “Our study offers an in-depth examination of the decision-making process behind taking breaks and sheds light on how both employees and their managers can optimise break time to enhance overall well-being and job performance.”

In their research methodology, the team initially questioned 107 employees regarding their motivations for taking or skipping breaks. Subsequently, they monitored an additional 287 employees, enquiring about their sleep quality, tiredness, performance worries, workload, and break frequency twice daily over five days.

The findings also highlighted a notable contradiction: despite evidence from prior studies indicating the positive impact of breaks on employee well-being and productivity, employees might hesitate to take breaks if they perceive a lack of support for break-taking from their supervisors. Contrary to the belief that breaks are unproductive, Phan emphasised that many employees take breaks to remain focused and maintain high performance.

Dr Vincent Phan, the lead author of the study conducted as part of his doctoral research in industrial and organisational psychology at Waterloo, remarked, “We understand that it might not always be feasible for employees to take more breaks. However, by improving work conditions that contribute to job dissatisfaction, employers could potentially decrease the necessity for breaks.”

The team aspires that their findings will enhance employee well-being and encourage further research into the broader structural and situational factors affecting the frequency and duration of work breaks.

More information: Vincent Phan and James W. Beck. Why Do People (Not) Take Breaks? An Investigation of Individuals’ Reasons for Taking and for Not Taking Breaks at Work, Journal of Business and Psychology. DOI: 10.1007/s10869-022-09866-4

Journal information: Journal of Business and Psychology Provided by University of Waterloo

Equalising rewards for women to match those of men could narrow the wage disparity

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The challenge of bridging the gender gap in representation and remuneration within STEM fields, particularly computer science, extends beyond merely increasing the number of women in these sectors, suggests research from Cornell University. The findings, put forth by Sharon Sassler, a sociology professor, and her team highlight that achieving parity involves addressing the economic returns women receive for their contributions, which should be on par with their male counterparts, more than just ensuring their presence in the workforce.

In their exploration, detailed in two recent publications, the researchers focus on computer science (CS). This discipline encompasses roughly half of STEM employment yet observes a stark underrepresentation of women and a persistent wage gap compared to their male peers. Despite a general uptick in women participating in STEM over the years, computer science has not seen a proportionate increase in female involvement or a significant reduction in pay disparity.

Sassler, involved in the study titled “Factors Shaping the Gender Wage Gap Among College-Educated Computer Science Workers,” published in PLOS-ONE, emphasizes that the core issue lies in the unequal economic benefits afforded to women for the same qualifications and achievements as men, such as degree attainment. This discrepancy becomes evident when examining data over a decade, showing that women in CS roles earn approximately 86.6 cents to every dollar earned by men, a figure that, while above the broader labour market’s average, still falls short of equity.

The research further delves into the origins of this wage gap, indicating that a significant gap persists even when controlling for variables like age, education, occupation, and ethnicity. This disparity emerges early in women’s careers, well before many choose to start families, debunking the notion that family responsibilities predominantly drive wage inequalities.

Moreover, the type of roles women occupy within the computer science sector partly explains the wage gap, with women more frequently found in managerial or analytical positions and men in higher-paying roles such as software development or network architecture. However, occupational differences only account for a portion of the wage gap, with the more significant issue being the differential value placed on the intrinsic qualities of women as partners, parents, and professionals.

Another study led by Sassler, “Cohort Differences in Occupational Retention among Computer Science Degree Holders: Reassessing the Role of Family,” published in Sociological Perspectives, sheds light on the employment trajectories of women with computer science degrees. It suggests that factors like marriage or parenthood do not significantly impact women’s likelihood of remaining in computer science occupations, contrary to their male counterparts, particularly fathers, who are more likely to exit these roles.

These findings underline a broader issue within the field of computer science, which not only presents barriers to the entry and retention of women but also exacerbates these obstacles for new generations of female graduates. The research collectively points to a need for a systemic reevaluation of how women’s contributions are valued and compensated in the tech industry, suggesting that addressing these economic disparities is crucial for closing the gender gap in both representation and pay within STEM, especially computer science.

More information: Sharon Sassler et al, Factors shaping the gender wage gap among college-educated computer science workers, PLoS ONE. DOI: 10.1371/journal.pone.0293300

Journal information: PLoS ONE Provided by Cornell University

Flexible and secure employment enhances the mental well-being of workers

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A recent comprehensive study across the nation reveals that implementing workplace policies offering flexibility and stability significantly enhances employees’ well-being and encourages them to utilise health services as necessary. Employment plays a crucial role in determining one’s health, with various job aspects positively or negatively impacting mental health.

Specifically, the study, spearheaded by a researcher from the Boston University School of Public Health (BUSPH), highlights job flexibility and security as critical elements influencing mental health in the United States. The research, featured in the JAMA Network Open journal, uncovered that adults in employment who enjoyed higher levels of job flexibility and security reported lower instances of severe psychological distress or anxiety. Additionally, these job features were linked to a reduction in the days employees worked while sick.

This study is the first to offer a nationally representative analysis of how job characteristics such as stability and flexibility affect mental health, absenteeism, and mental healthcare utilisation. The findings advocate for workplace policies emphasising flexibility and security, fostering a stress-reducing, healthier work environment that enhances employee well-being.

Dr. Monica Wang, the lead author and an associate professor of community health sciences at BUSPH, emphasises the significance of this research, especially in the wake of the COVID-19 pandemic, which not only worsened mental health disparities but also jeopardised job security. Individuals in lower-wage jobs, frontline workers, and marginalised communities felt this impact most acutely. Understanding the influence of job design and work environments on mental health is crucial in this context as workplaces adapt to evolving work norms.

The study leveraged data from over 18,000 US adults participating in the 2021 National Health Interview Survey. It evaluated job flexibility based on the perceived ease of altering work schedules for personal or family needs and job security based on the likelihood of job loss. The results indicated that greater job flexibility and security significantly reduced the chances of experiencing severe psychological distress and daily anxiety.

Dr Wang explains that predictable work schedules and the ability to accommodate personal or family obligations can alleviate stress and anxiety, offering individuals more control over their lives. Similarly, job security provides psychological stability, reducing absenteeism through enhanced job satisfaction, reduced stress, and financial stability.

The research also explored how these job characteristics influence work absenteeism. It revealed that employees with more flexible and secure jobs reported fewer days worked while ill, suggesting comfort in taking necessary sick leave. However, the impact on overall workday absences presented a complex picture, potentially reflecting the diverse nature of job flexibility and security, individual priorities, and workplace cultures.

Amid calls for universal paid sick leave in the United States, the only high-income country without such provisions, the study points to alternative company policies that could promote a healthy work-life balance. These include flexible work schedules, hybrid and remote working options, enhanced sick leave policies, and initiatives for employee skill development and career progression. Companies are encouraged to explore flexibility initiatives to discover what best supports their employees’ health and well-being.

Dr Wang’s research advocates for a holistic approach to workplace policies, emphasising the importance of flexibility and security in job design to support mental health, reduce absenteeism, and encourage a healthier, more productive workforce.

More information: Monica L. Wang et al, Job Flexibility, Job Security, and Mental Health Among US Working Adults, JAMA Network Open. DOI: 10.1001/jamanetworkopen.2024.3439

Journal information: JAMA Network Open Provided by Boston University School of Public Health