Implications of Work-Life Balance and Job Stress
Human Solutions™ Report | 2006–07
Under Pressure
Fall 2006
Dear Valued Customer:
Welcome to the first Human Solutions™ Report: Under Pressure. Implications of Work-Life Balance and Job
Stress. The report was written by Graham Lowe, PhD, a thought leader in the arena of workplace health and
productivity. This is the first of a series of empirical reports that we will publish for you on an annual
basis, each on a relevant and timely topic or theme.
The Human Solutions™ Report stems from our pledge to bring you relevant and practical recommendations
concerning your most significant human capital-related issues. And it reflects our attempt to counter the
wealth of unsubstantiated and potentially misleading information about workforce issues circulating in the
general media and other sources.
In this Human Solutions™ Report , we analyze two comprehensive Canadian workforce surveys using key
questions pertaining to work-life balance and job stress. We recognize that quality of work-life is a pressing
business issue for you and a necessary ingredient for a successful business strategy. Yet to craft effective
solutions to work-life issues, it is paramount that you have solid evidence on the scope and nature
of the problems that are faced. This is what the Report endeavours to provide.
As a customer whose opinions are important to us, we welcome your feedback. As well, we look forward to
hearing about topics and issues you would like to see expertly addressed with empirical data in future reports.
As always, if you have questions feel free to contact us.
Regards,
Craig Thompson, M.Ed., MBA
VP Customer Relations
Email: [email protected]
Phone: 1.888.689.8604
Human Solutions Report 2006 – 07 Contents
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Contents
1 Introduction 4
2 21st Century Work 6
� Employers’ Challenges 8
4 Work-Life Balance 104.1 Changes in Work-Life Balance . . . . . . . . . . . . . . 104.2 Balance and Stress . . . . . . . . . . . . . . . . . . . 124.3 Solutions . . . . . . . . . . . . . . . . . . . . . . . 13
5 Job Stress 165.1 Job Stress and Life Stress . . . . . . . . . . . . . . . . 165.2 Key Stressors . . . . . . . . . . . . . . . . . . . . . 185.3 Impacts on Well-Being and Productivity . . . . . . . . . 195.4 Solutions . . . . . . . . . . . . . . . . . . . . . . . 22
6 The Future Workplace 24
7 References 26
Human Solutions Report 2006 – 07 Introduction
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1 Introduction
Justtenyearsago,Canadianswerecaughtupinapessimisticdebateaboutthefutureofwork.Grimscenariospredictedrisingjoblessnessandeconomicinsecurity.Commentatorspredictedthe‘endofwork’resultingfromorganizationaldownsizing,industrialrestructuring,andnewtechnology.Employeesweretreatedasdispensablecosts.Jobqualitywasnotontheagenda.
Now,however,thetableshaveturned180degrees.Employees’qualityofwork-lifeisbecomingabusinessissue.Foragrowingnumberofemployers,humanresourcechallengesaretheirbiggestconcern.Leadingemployersarerecognizingthatpositivework-lifeoutcomesforemployees—fromachievingwork-lifebalancetothesatisfactionsofchallengingworkandcareerdevelopment—arekeyingredientsofasuccessfulbusinessstrategy.
Inpractice,improvingthequalityofworkliferemainsatoughsell.Intuitively,manymanagersseetheimportantlinksbetweenthequalityofworklifeandorganizationalperformance.Yettheyfacebarrierstoprogress.Soitisnecessarytoupdatethecasefortakingactiontoimprovethequalityofjobsandworkenvironments.
Thisreportpresentsfindingsfromtwonationallyrepresentativesurveyswhichdocumentedtheviewsof600employersandover2000workersonkeyqualityofwork-lifetrendsintheearly21stcentury.Thesurveyfindingshaveactionimplicationsformanagers,HRandODpractitioners,healthandwellnessprofessionals,employeesandpolicymakers.
Whilework-lifeimbalanceandjobstressarenotnewproblems,theyhavereceivedmoreattentionthisdecadethaneverbefore.Together,thesetwoproblemsposeriskstoworkers’well-beingaswellastoorganizationalperformance.Incraftingeffectivesolutions,decision-makersneedsolidevidenceonthescopeandnatureoftheproblemstheyface.Equallyhelpfulisaclearunderstandingofwhatemployersandemployeesviewaspotentialsolutions.
Asthenextsectionshows,acombinationofpowerfultrendsarepressuringemployeesatwork—resultinginstressandimbalanceintheirlives—andalsopressuringemployerstorethinktheirhumanresourceprogramsandpractices.
Tohelpemployersandemployeesrespondeffectivelytothesepressures,thisreportusessurveyevidencetoansweraseriesofkeyquestionsandexaminethepracticalimplicationsforemployers.
Employees’ quality of work-life is becoming a business issue. Leading
employers are recognizing that positive work-life outcomes for
employees are key ingredients of a successful business strategy.
For those employers wanting to be proactive in designing
employee assistance programs, the findings of this report underscore the need for a
holistic approach — quality of work-life issues can’t effectively
be addressed piece-meal.
Equally crucial, the findings highlight the need to move
up-stream to address the root causes of stress and imbalance.
Human Solutions Report 2006 – 07 Introduction
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key questionsThis report uses survey evidence to answer the following questions.
Are work-life balance and job stress major business challenges?
Has work-life balance become harder or easier to achieve?
How are work-life balance difficulties and job stress related?
What management actions can help improve work-life balance?
What is the extent and level of job stress?
What are the major stressors that employers can do something about?
How does job stress affect the quality of life and job performance?
What management actions can help reduce job stress?
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To craft effective solutions to work-life imbalance and job stress, decision-makers need solid evidence on the scope and nature of the problems they face.
about the studyThis study was undertaken by Ekos Research Associates & Graham Lowe Group Inc. The study, called Rethinking Work, conducted two national surveys.
The Worker Survey used a random sample of 2002 individuals who were either employed, self-employed or unemployed (but who held a job at some point in the past 12 months), and is considered to be representative of the Canadian workforce. A sample of this size has a margin of error of up to +/-2.2 , 19 times out of 20. Telephone interviews were conducted during September and October of 2004, and the response rate was 27 per cent.
The Employer Survey includes 603 completed interviews drawn from a random sample, stratified by worksite size. The sample size has a margin of error of +/-04.0 per cent, 19 times out of 20. Telephone interviews were conducted in May 2005 and the response rate was 22 per cent.
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Human Solutions Report 2006 – 07 21st Century Work
2 21st Century Work
Work intensification involves more than longer work hours, highlighting how performance pressures and work
effort affect workers. Thus, a 37.5-hour week may place different demands and expectations on workers today,
compared to 10 or 15 years ago.
Aconvergenceofpowerfultrendsintheearly21stcenturyispressuringemployerstore-thinktheirpeoplepractices.Indeed,thetimingseemsrighttomakethequalityofwork-lifeastrategicfocusforbusiness,aswellasapublicpolicypriority.Thesechallenges(workforceaging,increasinglycompetitivelabourmarket,informationtechnologyandrisingbenefitcosts)createnewpossibilitiesforemployerstoachieveorganizationalperformancegoalswhilesimultaneouslymeetingworkers’personalaspirations.
Atthesametime,numerousemployeesareexperiencingareducedqualityofwork-life.Thisisreflectedmostprominentlyinwork-lifeimbalanceandjobstress.Withmorewomenemployedthaneverbeforeanddual-earnerfamiliescommon,work-lifebalanceisanongoingquest.Furthermore,therearemanysignsthatjobperformanceexpectationshavebeenratchetedupsincethe1990s.Thus,withbothemployersandemployeesunderpressuretofindwaystoimprovethequalityofworklife—andthroughthis,enablingemployeestocontributetheirbestefforts—surelythereiscommongroundforaction.
Peoplewantmeaningfulworkthatenhancestheiroverallwell-being.Yetforsomegroupsofworkers,achievingwell-beingthroughworkisnoteasy.Whiletheaveragelengthoftheworkweekhasbeenstablefordecades,moreCanadiansareworkinglongerhours(40hoursormoreweekly).
Managersandprofessionals,inparticular,haveexperiencedincreasingworkhourswhileless-skilledworkershavehadadecline1.Theparadoxisthatmanagersandprofessionalsinknowledge-intensiveindustries—whomAmericananalystRichardFloridacallsthe‘CreativeClass’—mayworkthelongesthoursandexperiencehighstresslevels,buttheyareamongthebestpaidandhavethemostjobautonomyofanyworkers2.Attemptstorecruitandretainknowledgeworkerswillincreasinglydependonfindingtherightqualityofwork-lifeequation.
Manypeopleassumethatjobstressrelatedtoworkhours,demands,paceandotherpressuresisontherise.While
thisviewmaybeoverstatedbythemedia,researchevidencedoessupporttheclaimthatvarioussourcesofworkpressureincreasedinthe1990sandtheearly2000s.Thisintensificationofworkhasbeenlinkedtorisingperformanceexpectationsandworkloads.Informationtechnologyis,forsome,thehiddenhandofworkintensification.StudiesinCanada,theUnitedStates,andBritainprovideevidencethatworkintensificationinvolvesmorethanlongerworkhours,highlightinghowperformancepressuresandworkeffortaffectworkers3.Soevena37.5-hourweekmayplacedifferentdemandsandexpectationsonworkerstoday,comparedto10or15yearsago.
Stressandwork-lifeconflictareintertwined,andthelatterhasbeendocumentedasbothacauseandanoutcomeofjobstress.Stressisoneofthemorecommonlydocumentedoutcomesofdemandingwork.Jobstressisincreasinglyrecognizedasadeterminantofemployeehealthandproductivity.Theexperienceofchronicstressors(orstrain)isusedintheoreticalmodelsasapredictorofincreasedriskofmentalandphysicalhealthproblems,includingchronicconditionssuchasheartdisease,diabetes,asthma,migraines,andulcers4.
Human Solutions Report 2006 – 07 21st Century Work
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21st century work challengesWorkforce aging. One-third of the workforce is between the ages of 45 and 64, and the choices these older workers make will redefine retirement. With fewer younger workers, many employers are facing a talent crunch.
Labour market. Workforce demographics have combined with a strong economy to create the most competitive labour market in a generation, adding to labour and skill shortages.
Technology. Workers and employers alike are coming to terms with the new possibilities information technology is opening up for how, where and when we work.
Benefit costs. Rising pension and health benefit costs are putting pressure on employers to find creative solutions — without jeopardizing employee recruitment, retention and engagement goals.
This snapshot of major work trends forms the backdrop to the survey findings presented in this report. This new evidence helps to illuminate the business implications of work-life imbalance and work stress — or stated positively, the benefits of a healthy work-life balance and a job that is personally fulfilling and engaging.
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Human Solutions Report 2006 – 07 Employers’ Challenges
3 Employers’ Challenges
question
Are work-life balance and job stress major business challenges?
findingsTurningtothesurveyfindings,webeginwithhowemployersviewqualityofwork-lifeissuesashumanresourcechallenges.TheEmployerSurveyaskedrespondents(usuallyseniormanagers)iftheirorganizationhadexperienced15humanresourcechallengesinthe12monthspriortothesurvey.AsFigure 1shows,29percentofthe600employerssurveyedinthespringof2005hadexperiencednoneofthesedifficulties.Themostcommondifficultieswereworkload/work-lifebalanceandemployeestress,experiencedby36percentand33percentrespectively.Interestingly,recruitmentandretentioncamethird.Allotherdifficultieswereexperiencedbyaround20percentorlessofemployers.
Respondentswerealsoaskediftheyhadtakenactiontoaddressanyofthesechallenges.Lessthanone-thirdreportedanyactionstoaddressworkload/work-lifebalance,stress,oranyoftheotherissueslistedinFigure 1.Amongthemostcommonactions—citedby32percent—arefocusedonsafetyissues,anareathatveryfewemployersexperienceddifficulties.
The most common HR challenges experienced
by employers are workload/work-life
balance and employee stress. Yet fewer than 1/3
of employers surveyed took any action to
address these issues.
implications Despitequalityofworklifedifficultiesbeingthemostpervasivehumanresourcechallengesemployersface,aminorityofemployersaredoinganythingtofindsolutions.Still,closetooneinthreeistakingactioninthisarea.
Thisposesapotentialrisktohumanresources.Howseriousariskwillbeexaminedbelow,bydocumentingwork-lifebalance,workpressuresandjobstressfromtheperspectiveofworkers—buildingacaseforemployeraction.
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Human Solutions Report 2006 – 07 Employers’ Challenges
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figure 1. employer responses to major workforce challenges
36% 30%Workload/work-life balance
33% 31%Employee stress
29% 32%Recruitment/retention
21% 32%Employee satisfaction/morale
20% 26%Employee engagement
19% 29%Pride and commitment
18% 27%Employee trust
18% 32%Training/career development
17% 28%Employee health
15% 18%Absenteeism
11% 26%Quality of supervision
11% 29%Respect and fairness
8% 19%Workplace diversity
5% 32%Safety
2% 13%Harassment/discrimination
None of the above29% 32%
0% 20% 40% 60% 80% 100%100% 80% 60% 40% 20% 0%
“In the past 12 months, has your location/organization experienced an increase in difficulties
in any of the following areas?”
“In which of these areas, if any, has your location/organization taken action to address
difficulties?”
Source: Rethinking Work, EKOSResearchAssociates&GrahamLoweGroupnationalemployersurvey,spring2005.©2006TheGrahamLoweGroupInc.
n=603
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Human Solutions Report 2006 – 07 Work-Life Balance
4 Work-Life Balance
Thereisanenormousresearchliteratureonwork–lifeissues.Typically,researchershavefocusedonwork–familyconflictratherthanthebroader,positivelyframedconceptofwork–lifebalance.Work–familyconflictresearchinvestigateshowpeoplemeettheexpectationsofmultiplerolesandestablishboundariesbetweenrolesinlife5.Agoodexampleisthe2001National Work–Life Conflict StudyinCanada.ResearchersLindaDuxburyandChrisHigginsfoundthat58percentoftheirsamplereportedhighroleoverload—havingtoomuchtodoinasettime6.
4.1 Changes in Work-Life Balance
question
Has work-life balance become harder or easier to achieve?
findingsThisisnotaneasyquestiontoanswer,becausethekindofresearchneededtoprovidedefinitiveevidenceisrare.DuxburyandHiggins’report,Work–life Balance in the New Millennium,hasbeenwidelycitedasproofthatwork–lifeconflictandworkstressincreasedduringthe1990s7.Thestudycomparessurveydatafrom1991and2001,usingsamplesoflargeorganizationsthatvolunteeredtoparticipate(ratherthanrandomsamplesofthenationalworkforce).DuxburyandHigginsconcludethatroleoverloadincreasedsubstantiallyduetorisingworkdemands,althoughotherformsofwork-familyconflicthadsmallerincreases.
Thebestavailabletrenddataonwork-lifeimbalancearefromStatisticsCanada’sGeneral Social Survey(GSS)in1991,1995and2001.TheGSSshowthattheproportionofworkersfeelingsomewhatorverydissatisfiedwithwork–lifebalancerosefrom16.7percentto20percentoverthisperiod8.The2001GSSalsoaskedworkerswhoreportedfeelingdissatisfiedwithwork–lifebalancethemainreasonwhythey
feltthisway.Themostfrequentreasonsgivenweretimerelated:notenoughtimeforfamily/spouse/partner/children(46percentcitedthisreason),andtoomuchtimespentonthejob(citedby42percent).
Roundingoutthispictureofwork-lifebalancetrends,ourworkersurveyfindsconsiderablevariationinworkers’personalexperienceofwork–lifebalance,offeringamoremutedinterpretationofchangesinwork–lifebalanceorconflictintheearly21stcentury(Figure 2).Oneinthree(34percent)ofthe2002workerssurveyedinlate2004reportedthatithadbecomeharderforthemtoachievework–lifebalanceoverthepastfewyears,while29percenthadfounditeasiertoachieve.Thelargestgroupofworkerssurveyed(37percent)experiencednochange.
Forthosewhofoundithardertobalancework–life,62percentattributedthistowork-relatedfactors.Farfewerattributedtheincreasedimbalancetofamilyorpersonalfactors(27percent)oracombinationoftheseandworkfactors(11percent).Workerswhodonotgetpaidforovertime,managers,thosewhobelongtoprofessionalassociations,andworkerswithhighannualincomesaresignificantlymoreinclinedthanotherstocitetheirworkasthemostsignificantcontributortotheirwork-lifeimbalance.
Ofallagegroups,workersaged35to44weremostlikelytoreportthatwork-lifebalancehadbecomemoredifficulttoachieve.Inotherrespects,workerswhohaveexperiencedmoredifficultyinthisregardfittheprofileoftheknowledgeworkers,morelikelytobemanagersorprofessionals,universitygraduates,andhighincomeearners.Workerswhoarenotcompensatedforovertimearemostlikelytosaythatthework-lifebalancehasbecomehardertoachieveoverthepastfewyears.Increasedwork-lifeimbalancealsoismorepronouncedamongworkersinlargeorganizations,comparedtomedium-sizedandsmallorganizations.Incontrast,thegroupsmostlikelytobefindingiteasiertobalanceworkandpersonallifeareolderworkers,theself-employed,thosewhoworklessthan25hoursweekly,andthoseworkingnoovertime.Interestingly,comparedtootherregions,workers
Of all age groups, workers aged 35 to 44 are most likely to report that work-life balance is difficult to achieve. In other respects, workers who have experienced more difficulty in this
regard fit the profile of the knowledge workers, more likely to be managers or professionals,
university graduates, and high income earners.
implications Overall,thereisasmallincreaseindifficultiesbalancingworkandfamilyorpersonallifeearlythisdecade.Theproblemmaynotbeatcrisislevel,butitisclearthatthisisadynamictrend,withpeopleexperiencingmoreorlessbalancedependingontheirfamily,personalandworkcircumstances.
Withthreein10workersexperiencingasignificantdiscrepancybetweentheirwork-lifebalanceneedsandactualexperiencesinthisregard,employersneedtoidentifywhothesepeopleareandendeavourtoclosethisgap.
Employersandpolicy-makersneedtothinkinlife-courseterms,recognizingthatanindividual’sneedschangeastheymovethroughdifferentphasesoflife.
Aflexibleor‘menu’approachtowork–lifepoliciesandprograms—includingEmployeeandFamilyAssistance—wouldallowworkerstochoosewhatbestsuitstheirimmediateneeds,comparedwitha‘onesizefitsall’approach.
Understandingthefitbetweenemployees’expectationsandneeds,ononehand,andtheiractualworkplaceexperiences,ontheotherhand,isakeypieceofinformationforeffectivehumanresourceplanning.
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Human Solutions Report 2006 – 07 Work-Life Balance
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inQuebecaremostlikelytoreportnochangeinwork-lifebalanceinrecentyears—raisinginterestingquestionsabouttheroleoftheprovincialgovernment’schildcaresupportprogram.
Wealsoexaminedthemagnitudeofwork–lifeconflict.Thesurveyaskedworkerstorate22specificjobandworkplacecharacteristicsintermsofhowimportanteachcharacteristicistothem—orinotherwords,howhighlyvaluedeachis.Laterinthesurvey,respondentswereaskedtoratetheircurrentjobonthesamecharacteristics,inordertodeterminetowhatextenttheyweremeetingtheirexpectations.Bycomparingthedifferencebetweenthesetwosetsofmeasures,wecancalculatean‘expectationsgap.’
Thereisagapof29percentagepointsbetweentheimportanceCanadianworkersplaceonwork–lifebalance,andtheextenttowhichtheyactuallyachievegoodbalanceintheircurrentjob.Thatis,while63percentofsurveyrespondentsplacedhighimportanceonbeingabletoachievework–lifebalance,only34percenthadachieved‘good’balanceintheirjob.Thegapsonfourothercharacteristicswereslightlylarger:pay,trustinmanagement,jobtraining,andahealthyandsafeworkplace.
0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%
29% 62%
27%
11%
37%
34%
n=2002 n=665
Easier
Same
Harder Both
Family orpersonal life
Work life
figure 2. recent changes in work-life balance
“Do you find that balancing your work and family or personal life has been getting easier
or harder over the past few years?”
“Overall, which has contributed more to this imbalance (between work and family or
personal life) over the past few years?”
[Those who find balance harder to achieve]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
implications Stressfuljobconditionsandwork-lifeimbalancearepiecesofamorecomplexpuzzle.
Whilenotdefinitive,thisstudysuggeststhatemployeractionstoaddressworkloaddistributioncouldprovideemployeeswhoexperiencework-lifeconflictwithabetterbalance.
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Human Solutions Report 2006 – 07 Work-Life Balance
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4.2 Balance and Stress
question
How are work-life balance difficulties and job stress related?
findingsWhilework–familyconflictcanbethoughtofasaresultofworkstressors,italsohasbeenstudiedasastressorsincethe1970s.Theoreticalmodelsexaminehowthework–familyinterfaceaffectsindividualhealthandwell-being,andinturnhowthisaffectsaperson’sperformanceinworkandfamilyroles9.Thesimilaritytojobstressresearchisillustratedbytheemphasisinbothareasonhowroledemands,andcontroloverthesedemands,affectworkers’healthandproductivity.
Figure 3examinestherelationshipbetweenwork-lifebalanceandjobstress.Thepatternisclear:workerswhohaveexperienceddifficultiesbalancingworkandpersonallifealsoarelikelytoreportchronicjobstress,comparedwiththoseexperiencingnochangeorareductioninwork-lifebalancedifficulties.Indeed,the55percentofsurveyrespondentswhofoundithardertobalancework-lifereportedoftenoralwaysbeingunderstressintheirjob,comparedwith26percent
ofthosewhofoundwork-lifebalanceeasiertoachieve.Demographicfactorsalonedonothelpexplainwork-lifebalance.
Probingthismoredeeply,multivariatestatisticalanalysis(simultaneouslytestingtheinfluenceofrelevantjob,organizationalanddemographiccharacteristics)confirmsthatthelevelofjobstresshasanindependenteffectonwork-lifebalance.Highstressisequatedwithwork-lifebalancedifficulties.Workloadalsoappearstohaveanindependenteffectonwork-lifebalance,totheextentthatworkerswhoagreethat“workisassignedfairlyandequitablyinmyorganization”aremorelikelytoreportwork-lifebalancenotchangingorgettingeasier.Workhourspersedidnotinfluencework-lifebalance.
0% 20% 40% 60% 80% 100%
35% 39%
44%24%
13% 33% 35%
34%37%29%
26%
32%
n=1979 Di�erences statistically signi�cant, p < .001
Easier
Same
Harder
TOTAL
Never/rarely Sometimes Often/always
figure 3. relationship between work-life balance and job stress
“In the past few months, how often did you experience stress in your job?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
“Do
you
find
that
bal
anci
ng yo
ur w
ork
and
fam
ily o
r per
sona
l life
has
bee
n ge
tting
easie
r or
har
der o
ver t
he p
ast f
ew ye
ars?
”
4.3 Solutions
question
What management actions can help improve work-life balance?
findingsTheworkersurveyaskedrespondentsfortheirviewsonvariousoptionstoreducework–lifeconflict(Figure 4).Amongthoseindividualsfindingithardertobalanceworkandfamily,thesinglemostimportantchangethatwouldhelpthemachieveabetterbalanceisamanageableworkload(citedby48percent),followedbyflexibleworkhours(46percent)andbeingabletochoosethedaystheywork(44percent).Again,theseareconsistentthemesinwork–lifebalanceresearch.
Preferredsolutionsvarybyspecificworkforcegroups.Forexample,women(comparedwithmen)aremoreinclinedtopreferchoosingtheirownworkhoursanddays,andworkingacompressedworkweek.Themosthighlyeducatedworkers,aswellasthosewhoarenotcompensatedforovertimehourstheywork,givehigherprioritytoamanageableworkload.Choosingone’sworkhoursisconsideredparticularly
helpfulbythose35to44yearsofage,comparedtootheragegroups.Workersreportingthelowestannualincomes,andpeoplewhodonotworkovertime,aremorelikelythanotherssurveyedtothinkthatbeingabletochoosethedayswhentheyworkwouldhelpthembalancetheirpersonalandprofessionallife.Individualsinhouseholdswherebothpeopleworkfull-timearemoreinclinedtosaythatacompressedworkweekwouldbebeneficial.Youngerworkers(underage35)viewhavinganunderstandingmanagerasespeciallyhelpfulinachievingwork-lifebalance.
However,employersandpolicy-makerswillneedtobecreativewhencraftingwork–lifebalancesolutions.Theworkersurveyfoundlittlesupport,evenamongthosewhosaiditwashardertobalanceworkandlife,tomaketrade-offstoachievejobflexibilitynow(Figure 5).Justover1in4were‘verywilling’tomakeuphoursoverthecourseoftheyearinreturnforgreaterflexibilitynow,17percentwere‘verywilling’tomakeupthetimeinfutureyears,15percentwere‘verywilling’ifitmeantlimitingtheircareeradvancement,and1in10werewillingtoforegoanequivalentportionoftheirwages.Surveyrespondentswhohavefoundithardertobalancetheirworkandpersonallivesareevenlesswillingtomakeupthehoursortakeacutinpaytogainflexibility.Infact,inthecaseofapaycut,itistherespondentswhoarefindingiteasiertobalancetheirliveswhoshowgreaterwillingnesstoreducetheirincomeinordertogainflexibility.
Human Solutions Report 2006 – 07 Work-Life Balance
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0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%
n=665 Multiple responses are reported in this graph
48%Manageable workload
46%Choose the work hours
44%Choose the work days
43%Compressed work week
40%Management understands
40%Short term leave
39%Part-time with bene�ts
34%Spread out work week
33%Long term leave
32%More work from home
28%Share job with someone
28%Less commuting time
24%Less job-related travel
20%Daycare close by
“
figure 4. achieving greater balance
“Which of the following would help you to achieve a good work-life balance?” [Those who find balance harder to achieve]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
Accordingtotheworkersurvey,mostemployeesseetheirsupervisorsasmoderatelytoveryeffective.However,thelowestratingsareforwork-lifebalance.Specifically,closeto9in10respondentsratedtheirsupervisorsasmoderatelyorveryeffectiveoncreatingaworkenvironmentfreeofharassmentordiscriminationandencouragingteamwork.Over80percentratedtheirsupervisorsaseffectiveintermsofencouraginginnovation,sharinginformation,followingthroughoncommitments,andlisteningtoandactingonsuggestions.Morethanthree-quartersalsoratedtheirsupervisorsaseffectiveatprovidingfeedbackonjobperformanceandhelpingthemachievework-lifebalance.However,22percentofemployeesconsideredtheirsupervisortobeineffectiveinhelpingthemtoachievework-lifebalance—themostnegativeofanyoftheevaluationsinFigure 6.
Employeeswithhigherratingsofsupervisorsupportforcareerdevelopment,encouragementofinnovation,andlisteningtoandactingonideas,areconsiderablymorelikelythanemployeeswithlowerratingsforsupervisorsontheseissuestoreporthighlevelsofjobsatisfaction.Inotherwords,theseareasaremorestronglyassociatedwithjobsatisfactionthanotherareasofsupervisoreffectivenessmeasured.Womenratetheirsupervisorsmorehighlythanmenonmostaspects,includingtheprovisionoffeedback,
Human Solutions Report 2006 – 07 Work-Life Balance
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supportforcareerdevelopment,helpingtoachievework-lifebalance,encouragingteamwork,listeningtosuggestionsandideas,andencouraginginnovation.Employeesinthesmallestworkplaces(with10employeesorless)aremorelikelythanthoseworkinginlargerorganizationstoratetheirsupervisorsasveryeffectiveathelpingthemachievework-lifebalance,encouragingteamwork,andcreatingaworkplacefreeofharassmentanddiscrimination.
Insummary,reducingwork–lifeconflictdependsonfosteringaworkplaceculturethatvaluesandsupportsbalance.Gettingtherightmixofpoliciesandprogramsthatmeettheneedsoftheworkforceispartofthis,withEmployeeandFamilyAssistanceProgramsplayingapivotalrole.Buttobefullyeffective,theseprogramsalsomustaddressthecloselyrelatedproblemofjobstress.
0% 20% 40% 60% 80% 100%
27% 45%
36%46%
44% 40% 16%
10%27%63%
28%
18%
n=1992
Not willing Somewhat willing Very willing
figure 5. trade-offs to achieve work-life balance
“Would you be willing to make these trade-offs now in order to have greater flexibility in your current job?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
If you had to make up the hours over the course of the year
If you had to make up the time (e.g. hours/days/weeks/months) in future years later on (i.e. work more years)
If it limited your career development
If you lost an equivalent portion of your wages
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implicationsEvidencereinforcestheneedforemployerstoaddressworkloadandworkschedulesasrootcausesofwork–lifeimbalance.
Aholisticapproachtodesigninginterventionsisneeded,acknowledgingthatworkandfamilyarenotseparatespheres.
Corroboratingpreviousresearch,supervisorsplayacriticalroleinwork-lifebalance.ToechoDuxburyandHiggins’recommendation,mostimportantinthisregardisthedevelopmentof‘supportivemanagers’—whoaregoodcommunicators,focusonoutputratherthanhours,showrespectforemployees,andsupporttheircareerdevelopment.
Flexibleoptionsthatreducetotaltakehomepayarenotlikelytofindwidesupport.Giventhetrade-offsthatemployeesareunwillingtomakeinordertoachievework-lifebalance,itisimportant
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foremployerstoconsultwithemployeestobetterunderstandtheirprioritiesandpreferences,andhowthesevarybydemographicgroups.
Thetangiblebenefitsofprovidinganenvironmentthatsupportswork–lifebalanceneedtobemoreeffectivelyandwidelycommunicated.
Fewstudiesdocumenttheprevalenceofemployerfamily-friendlypoliciesorpractices.Partlyfillingthisgap,theemployersurveyfoundthataboutoneinthreeemployersrecognizeworkloadandwork-lifebalanceasaproblemandaretakingaction.
Nextstepsmustincludehelpingotheremployersdiagnosetheextentoftheseproblemsanddesigninginterventionsthatareevaluatedfortheireffectiveness.
•
•
•
0% 20% 40% 60% 80% 100%
50%
51%
53%
49%
55%
57%
55% 24%
26%
28%
28%
30%
32%
38%
48%
23%54%22%
20%
16%
16%
21%
17%
17%
11%
11% 40%
n=1413
Creating a work environment freeof harassment & discrimination
Encouraging team work
Encouraging you to be innovative in how you do your job
Sharing information
Supporting your career development
Follows through on promisesand commitments
Listening to and acting upon your suggestions/ideas
Providing timely & constructive feedback on job performance
Helping you achieve work-life balance
Ine�ective Moderately e�ective Very e�ective
figure 6. employees’ evaluation of their supervisor
“How would you rate your supervisor on...?” [Those who have a supervisor]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
16 |
Human Solutions Report 2006 – 07 Job Stress
5 Job Stress
Aprominentthemeinworkplaceresearchisthatworkers’perceptionsofthequalityoftheirworkenvironmentarecriticalforoutcomessuchasjobsatisfaction,commitment,absenteeismandperformance13.Anextensivebodyofresearchonwork-lifeconflictdocumentshowtherelationshipbetweenworkandnon-workaffectsanindividual’shealth,aswellastheirperformanceinworkandfamilyroles14.Thesestudiescorroborateoneofthekeyfindingsfromjobstressresearch:work-roledemands,andcontroloverthesedemands,affectworkers’healthandwell-being.
5.1 Job Stress and Life Stress
question
What is the extent and level of job stress?
findingsTurningnowtojobstressfindingsfromtheworkersurvey,Figure 7revealsthatastress-freeworkenvironmentisararethinginCanadianworkplaces,accordingtorespondentssurveyed.Indeed,thelargemajority(77percent)of
Work-life balance and stress go hand in hand. What seems to matter in this
regard is the importance workers place on balance in their lives and the effectiveness
of workplace policies and practices in supporting them to achieve this goal.
38%39%
23%
46%30%
24%
n=2002
Always
Rarely
Sometimes Large amount
Some
Little
figure 7. self-reported job stress
“In the past 12 months, how often did you experience stress in your
job?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
“Among all the sources of stress in your life, how much is caused
by your job?”
Human Solutions Report 2006 – 07 Job Stress
| 17
Canadianworkersreportedthattheyhadexperiencedstressintheirjobeither“always”or“sometimes”overthepast12months.Onlyaboutoneinfive(23percent)saidthey“rarely”experiencedstressintheirjob.
Thosemorelikelytohave“always”experiencedstressonthejoboverthepast12monthsinclude:workersreportingahigher(comparedwithlower)levelofeducationandincome;full-timeworkers;workersinpermanent(comparedwithtemporary)positions;individualsinhouseholdswherebothpeopleworkfull-time(comparedwithotherhouseholds);thoseinprofessionaloccupations(comparedwithnon-professionals);peoplewhoworkinhealth,educationandsocialservices(comparedwithotherindustries);workersinthelargestorganizations;andthosewhoworkunpaidovertime.
Furthermore,manyworkersfindthattheirjobisasignificantsourceoftheoverallstresstheyexperienceinlife.Whilethelargestgroupofworkers(46percent)saythattheirjobcausesonlya“little”ofthestresstheyexperienceintheirlife,24percentsaythatitcauses“some”stressandanadditional30percentsayitisthesourcefora“largeamount”ofthestresstheyexperience.
ConvincingevidenceoftheimpactofworkingconditionsonoveralllifestressispresentedinFigure 8.Inparticular,notethat73percentofsurveyrespondentswhoalwaysexperiencedjobstressreportedthattheirjobcausesmostorallofthestressintheirlife.Thiscontrastswith4percentofthosewhorarelyorneverexperiencejobstress.
implicationsTheprevalenceoffrequentjobstress,andthefactthatthissourceofstressisamajorcontributortooveralllifestress,makesthisaleading21stcenturyworkplaceandqualityoflifeissue.Employerscan’taffordtoignoreit.
•
30% of employees report that their job is the source of a “large amount” of the stress
they experience.
0% 20% 40% 60% 80% 100%
32%
53%17%
85%11%4%
29%
51%
73%
17%
16% 11%
n=1980 Di�erences statistically signi�cant at p<.001
Always
Often
Sometimes
Never/rarely
Most/all About half None/some
figure 8. job stress as a source of overall stress in life
“Among all the sources of stress in your life, how much is caused by your job?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
“In
the p
ast 1
2 m
onth
s, ho
w of
ten
did
you
expe
rienc
e str
ess i
n yo
ur jo
b?”
5.2 Key Stressors
question
What are the major stressors that employers can do something about?
findingsThisstudywasnotintendedtotesttheoriesofthecauseofjobstress(or‘stressors’),butrathertooffernewinsightsthatcanleadtopositivechangesinworkplaces.Inthisregard,multivariatestatisticalanalysiswasusedtoexaminetheindependenteffectsofkeypotentialstressorsonself-perceivedstress.
Standarddemographic,organizationalandjobcharacteristicswereusedaspredictors.Demographicfactorsalonedonotexplainvariationsinjobstress.Whatisinterestingisthatlongworkhours(paidandunpaidcombined)isthestrongestindependent(i.e.,statisticallycontrollingfortheeffectsofotherfactors)predictoroffrequentjobstress.Therelationshipbetweentotalworkhoursandstress,portrayedinFigure 9,iswhatraisedourcuriosityabouttheeffectofworkhours,sothemultivariateanalysiswasdesignedtoseeiflongworkhourspredictedhigherlevelsofstresswhenotherrelevantfactorsweretakenintoaccount.
Whilethestudydidnotincludeadirectworkloadmeasure,itdidaskworkersif“workisassignedfairlyandequitably”intheirorganization.Workerswhoagreedwiththisstatementhadsignificantlylowerlevelsofjobstressthanthosewhodisagreed,takingotherfactorsintoaccount.Furthermore,workerswhoagreedthattheyhaveagoodbalancebetweentheirworkandpersonalorfamilylifeexperiencelessstressthanworkerswholackthisbalance,regardlessofotherfactors.Theimportanceaworkerplacesonachievingagoodwork-lifebalancealsoappearstoinfluencetheexperienceofjobstress:themorepersonalimportanceplacedonbalance,thehighertheperceivedlevelofjobstress,takingotherfactorsintoaccount.
0% 20% 40% 60% 80% 100%
25% 40% 23% 12%
18% 31% 29% 22%
24% 38% 24% 14%
26% 40% 24% 10%
27% 45% 17% 10%
n=1711 Di�erences statistically signi�cant at p<.001
< 30 hours
30-39 hours
40-49 hours
50+ hours
TOTAL
Never/rarely Sometimes Often Always
figure 9. relationship between weekly work hours and job stress
“In the past 12 months, how often did you experience stress in your job?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
Usu
al w
eekl
y wor
k ho
urs i
nclu
ding
pai
d an
d un
paid
ove
rtim
e
Human Solutions Report 2006 – 07 Job Stress
1� |
Workers who report they have a good
balance between work and personal/family life
experience less stress than workers who lack this
balance.
5.3 Impacts on Well-Being and Productivity
question
How does job stress affect the quality of life and job performance?
findingsNotonlyhavemanyworkersexperiencedstressonthejoboverthepastyear,butlargenumbersalsoreportedthattheirhealthwasaffectedoverthisperiodasaresultofstressintheworkplace(Figure 10).Indeed,jobstresshasseriousconsequences,withmorethan52percentofthosewhoreportedexperiencingjobstress“sometimes”or“always”inthepast12monthssayingthatthishascausedthemphysicalhealthproblemsand42percentreportingsufferingfrommentalhealthproblemsasaresultofthestress.Theperceivedeffectsofjobstressonhealthseemtobegreaterforwomenthanformen.Forexample:47percentofwomensaythatstresshasaffectedtheirmentalhealthatleasttosomeextentcomparedto37percentofmen;and57percentofwomensaythattheirphysicalhealthhasbeenaffectedbystressatleasttosomeextentcomparedto49percentofmen.
Therearebroaderhealthimpacts,too.Morethanoneinfiverespondentsintheworkersurveyhadconsultedahealthprofessionalforphysicalormentalhealthproblemscausedbyjobstressatsomepointinthepast.
60%80%100% 40% 20% 0% 40%20%0% 60% 80% 100%
Not at all
n=1535
57% 47%
34% 38%
8% 14%Large extent
Some extent
“
figure 10. health problems related to job stress
“In the past 12 months, to what extent has your level of job stress caused...for you?” [Those who reported being stressed at work at least sometimes]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
Mental Health Problems Physical Health Problems
implicationsThisin-depthanalysishelpstoidentifythefactorsthatmanagersmustaddresstoreducestress.Consistentwithmuchpreviousresearch,workdemands—measuredherebyhoursworkedandthedistributionofwork—isapotentialsourceofstressthatemployers(andemployees)canactupon.
Thehighincidenceofjobstressamongknowledgeworkersraisesconcernsaboutthesustainabilityandcostsofthejobandcareerpressurestheseworkersface.Employersneedtoassessthebusinessandpersonalrisksofjobstress,focusingspecificallyonknowledgeworkerswhoputinexcessivehours.
Work-lifebalanceandstressgohandinhand.Whatseemstomatterinthisregardistheimportanceworkersplaceonbalanceintheirlivesandtheeffectivenessofworkplacepoliciesandpracticesinsupportingthemtoachievethisgoal.
•
•
•
Human Solutions Report 2006 – 07 Job Stress
| 1�
Jobstresscanalsohavedirectconsequencesforemployersintermsofemployeeabsenteeism.Onlyaboutoneinthreeworkerssurveyedsaidthattheyhadnotmissedasingleday’sworkinthepast12monthsbecauseofillnessorinjury.Justunderhalf(44percent)saidthattheymissedbetweenonetofivedays,however,20percentofworkersindicatedthattheyhadbeenabsentmorethansixdaysinthepastyear.Lookingatthe12monthspriortothesurvey,respondentsreportingjobstress‘often’or‘always’weresignificantlymorelikelytobeabsentfromworkthanco-workerswithlessfrequentjobstress.
AsshowninFigure 11,theimpactsofjob-relatedstresscanbefoundinotherareasaswell.Forexample,aboutoneinfiveworkerswhohaveexperiencedjobstress“sometimes”or“always”overthepast12monthssaidthatthey“frequently”thinkaboutleavingtheirjobbecauseofthisstress.Anadditionaloneinthreesaidthatthisthought“sometimes”crossestheirmind.Asizableportionofthosereportingjobstress(16percent),alsosaidthatthequalityoftheirpersonalorfamilylife“frequently”sufferedoverthepastyearbecauseofworkstress,and59percentsaidthatit“sometimes”suffered.Intermsoftheirjobperformance,65percentofthisgroupindicatedthatjobstress“sometimes”
0% 20% 40% 60% 80% 100%
44% 35% 21%
25% 59% 16%
34% 57% 7%
52% 41% 7%
n=1534
Never Sometimes Frequently
figure 11. consequences of job stress
“In the past 12 months, how often...?” [Those who reported being stressed at work at least sometimes]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
Has the quality of your personal/family life suffered because of stress you experienced at work?
Has the quality of your work suffered because of stress you experienced at work?
Has the amount of work that you get done been reduced because of stress you experienced at work?
Have you thought about leaving your job because of the stress you experienced at work?
or“frequently”reducesthequalityoftheirwork,whileabouthalf(48percent)saidthattheamountofworktheyaccomplishhasbeenreducedbecauseofstresstheyexperienceatwork.
Employees who reported job stress ‘often’ or ‘always’
were significantly more likely to be absent from
work than co-workers with less frequent job stress.
Human Solutions Report 2006 – 07 Job Stress
20 |
Less work load
A better supervisor/management
Better pay/bene�ts/vacation
Nothing will work/quitting
More �exibility in hours worked
Fewer hours/more time o�
Better communication with management
No changes needed
Better relationships with co-workers/less con�ict
Less demanding customers/clients
More job security
More resources/budget
More time to complete work/longer deadlines
More control/decision-making
Co-workers work harder and more competently
Improved/more training
Clearer priorities set by employer
Less work load
Better working conditions
Less red tape, rules, bureaucracy
Other
n=1565
0% 5% 10% 15% 20% 25%
17.9%
11.6%
8.4%
7.7%
6.8%
6.3%
5%
4.5%
4.2%
3.6%
3%
2.9%
2.8%
2.1%
1.9%
1.9%
1.5%
1.5%
1.4%
1.2%
2.5%
figure 12. actions to reduce job stress
“If you could make one change that would reduce the level of stress in your job, what would that be?” [Asked only of respondents who experienced job stress often or always]
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalworkersurvey,fall2004.©2006TheGrahamLoweGroupInc.
implications Self-reportedjobstressimposesrealcostsforworkersandemployers,rangingfromreducedqualityoflifeandhealthproblems,toreducedqualityandquantityofwork.
ThelinkbetweenjobstressandhealthhasimplicationsforCanada’sover-burdenedhealthcaresystem.Highlevelsofself-reportedjobstressarerelatedtohigherhealthsystemutilization,imposingpubliccostsaswellasanyresultinglostproductivityforemployers.Notonlydothesecostsneedtobequantified,butthereneedstobeapublicdiscussionabouttheroleandresponsibilitiesofemployersforaddressingtherootcausesoftheproblem.
Thisstudyraisesquestions,whichrequiremoreresearch,abouthowtheunderlyingcausesofworkstressareassociatedwithrisingabsenteeism,risingemployerhealthbenefitcosts,individualjobperformance,overallqualityofworklife,andtheoverallburdenimposedonthehealthcaresystem.
•
•
•
Human Solutions Report 2006 – 07 Job Stress
| 21
Recruitment, retention, succession planning
No signi�cant issues anticipated
Don’t know/no response
Employee training and skill development
Employee work ethic, pride, commitment
Better work relations, communication, teamwork
Employee satisfaction, stress
Workplace and employee health and safety
Government support policies
Strong management and leadership
Macroeconomic environment
Providing quality customer service
Employee compensation and bene�ts
n=603
5.7%
6.9%
7.6%
12.6%
20.3%
25.8%
2.2%
2.2%
2.5%
2.5%
3%
3.2%
4.3%
1.1%
0% 5% 10% 15% 20% 25% 30% 35% 40% 35% 50%
figure 13. employers’ perspectives on human resource challenges
“In the next five years, which human resource management or workplace issue will have the greatest impact on the success of your organization?”
Source:Rethinking Work,EKOSResearchAssociates&GrahamLoweGroupnationalemployersurvey,spring2005.©2006TheGrahamLoweGroupInc.
in the next five years
5.4 Solutions
question
What management actions can help reduce job stress?
findingsWhengiventheopportunitytomakesuggestionsaboutchangesthatcouldreducethelevelofstressintheirjob,surveyrespondentsprovidedalonglistofpotentialchanges(Figure 12).Atthetopofthislistwasareducedworkload,
suggestedby18percentofthosewhoexperiencedjobstressoftenoralways.Thesecondmostcommonsuggestionhadtodowithimprovedsupervisionormanagement,suggestedby12percent.Betterpay/benefits/vacationtimewasthethirdmostfrequentanswer,mentionedby8percent,followedcloselybyresponsesfromworkerswhohadgivenuphopeofimprovementsandwerereadytoquit(about8percent).Fewerworkinghoursandgreaterflexibilityinhoursworkedwereeachcitedby6percentofworkersexperiencingjobstress.
Probingthesuggestiontoreduceworkloadsasawaytoreducejobstress,specificgroupsofworkersweremorelikelytomentionthisaction:workersbetweentheagesof45and
Human Solutions Report 2006 – 07 Job Stress
22 |
implications Reducingworkloadsandimprovingthequalityofsupervisionareprioritymanagementactionsthathavegoodpotentialtoaddressthecausesofjobstress.
Interventionsdesignedtosupportemployeequalityofwork-lifegoals—includingEmployeeandFamilyAssistancePrograms—needtobeexpandedaccordingly.
•
•
Employerswillbebetterabletomeettheirfuturerecruitment,retentionandsuccessionplanningneedsbyincludingqualityofworklifegoalsincomprehensiveworkforcestrategies.
•
54,workersreportingahigherlevelofeducationandincome,thoseinfull-timeandpermanentpositions,individualsinhouseholdswherebothpeopleworkfull-time,professionals,technicians,individualsworkinginsocialservices(health,educationandsocialassistance),thoseinthelargestorganizationsandpeoplewhoworkunpaidovertime.
Whatisthelikelihoodofemployersactingonthesesuggestions?Wealreadyestablishedthataboutoneinthreeemployersareaddressingjobstress,althoughthestudydoesnotdocumenttheactionsbeingtaken.However,theemployersurveydidaskrespondentstoindicatethehumanresourcemanagementorworkplaceissuestheyexpectedtohavethegreatestimpactonthesuccessoftheirorganizationinthenextfiveyears.TheanswerstothisquestionarepresentedinFigure 13.
Perhapsnotsurprisingly,recruitmentandretentionisatthetopofthelistoffuturechallenges.Interestingly,oneinfiveemployerssurveyeddonotanticipateanysignificanthumanresourceorworkplaceissues—suggestingperhapsthateverythingisundercontrolorthattheyhavenotplannedforthefuture.Another13percentdidnotknowordidnotrespondtothequestion.Only4percentexpectedqualityofworklifeissues,suchasstressoremployeesatisfaction,toaffectorganizationalsuccess.
Job stress has serious consequences — including physical and mental health
problems. As a consequence, more than 1 in 5 respondents
had consulted a health professional for these issues.
Despite this, only 4% of employers expect quality of work-
life issues (including stress) to affect organizational success.
Human Solutions Report 2006 – 07 Job Stress
| 2�
24 |
Human Solutions Report 2006 – 07 The Future Workplace
6 The Future Workplace
ThebroadcontoursofthefutureCanadianworkplacecanbesketchedoutusingtheabovefindings.Whilethe1990swasmarkedbypessimismaboutthefutureofwork,therearesignsintheearly21stcenturythatgivecauseforoptimism.Creatingtheidealfutureworkplacerequires,aboveall,positiveandproactiveresponsestotheworkpressuresworkersexperience,andthehostofhumanresourcepressuresemployersface.Theseareoneandthesame:whatworkersexperienceasworkpressure—mostlyaswork-lifeimbalanceorjobstress—aretheearlywarningsignalsoffuturehumanresourceproblemsforemployers.That’swhyalong-term,proactiveapproachtopeopleissuesissoessential.
Recognitionofaproblemisapre-requisitefortakingaction.Sothefactthatapproximatelyoneinthreeemployersreportedwork-lifebalanceandworkloadtobetheareawheretheyareseeingincreasingdifficultiesintherecentpast—andaredoingsomethingaboutit—isgroundsforoptimism.Weneedtoknowmoreaboutwhatexactlytheyaredoing,andhoweffectiveitis,butatleastforthisgroupofemployersthe‘businesscase’foractionnolongerneedstobemade.
Fromtheperspectiveofworkerswhoarefindingitmoredifficulttobalanceworkandnon-work,amanageableworkloadandflexibilityinworkhoursandschedulesarethemostsought-afterchanges.Someworkersalreadyhavetheseandareabletobalanceworkandlifetotheiradvantage.Andforotherworkers,changesintheirpersonalandfamilylifemaybemakingiteasier,orharder,toachievethisgoalincomingyears.Soinfuture,employersneedtoopenupemployeecommunicationchannels,includingregularsurveys,inordertofullyunderstandthechangingneedsofdifferentgroupsintheirworkforce.
Addressingthesourcesofheavyworkloadsiscriticaltofindingasolutiontowork-lifebalance,yetthisiscomplicatedbytheengrainedpatternsoflongworkhoursdocumentedintheworkersurvey.Imaginingafuturehigh-qualityworkplace,itwouldbeoneinwhichallworkershavemorepersonalcontrolovertheirworkdemandsandinwhichworkloadsaremoreefficientlyandequitablydistributed.This
couldbethekeytounlockinggreaterproductivity,givendiminishingreturnsoftenassociatedwithlongworkhoursandheavyworkloads.Oneofthemosthelpfultoolsinthisregardismorerigorousplanning,schedulingandprioritizingofwork.Usingthisbasicapproach,itwillbepossibletogetattherootcausesofthestressandimbalanceexperiencedbysizeablenumbersofworkerstoday.Thisisthedirectionthatanyqualityofwork-lifeinterventionsandprogramsmusttake.
A defining feature of the ideal future workplace is excellent people skills among all levels
of management. This is not unrealistic. A starting point is to
identify, train, and reward the competencies of “understanding
management” as this is most often cited by those workers
surveyed who are finding a better work-life balance.
Thisdirectionisreinforcedbytheemployersurveyfindings.Employersseemtobeawareoftheimportanceofhiring¸trainingandevaluatingmanagersandsupervisorsaccordingtothepeopleskillstheypossess,includingtheirabilitytodealwithwork-lifebalancefortheiremployees.However,therearemanywhohaveinvestedlittleornothingindevelopingpeopleskills.Inthelastfiscalyearpriortothe
The ideal future workplace is within reach— it is a workplace that supports workers to achieve personal wellness and career goals and taps their
full potential for the benefit of the organization and its customers, clients and shareholders.
Human Solutions Report 2006 – 07 The Future Workplace
| 25
survey,40percentofemployershadnotprovidedmanagersandsupervisorswithtraininginpeopleskills.Only26percentoftheorganizationssurveyedhadofferedthistrainingformorethanthree-quartersoftheirmanagersandsupervisors.Organizationsthatsucceedinprovidingtherightincentivesandresourcesformanagersatalllevelstobecomemoresupportiveofemployeeneeds,especiallywork-lifebalance,willbebetterpositionedinwhatisshapinguptobeahighlycompetitivemarketfortalent.Inshort,thisisoneofthebuildingblocksofasuccessfulstrategyforrecruiting,developing,retainingandengagingtheworkforceofthefuture.
Work-relatedstressispervasiveinCanadianworkplaces,basedonself-reportsofworkersurveyrespondents.Skepticsmaydismissthisevidenceas‘subjective’,butthefactisthatifpeopleperceiveajobproblemtoberealforthem,itwillhaverealconsequences.Furthermore,self-reportsarethemostcommonformofdatausedinepidemiologicalstudies
40% of employers had not provided managers and supervisors with training in people skills.
Only 26% of the organizations surveyed offered this training for more than three-quarters of their managers and supervisors.
ofthecausesandconsequenceofworkstress.Sotheabovefindingsmustbetakenseriously.Andindeed,agoodnumberofemployersaredoingjustthis.One-thirdofemployersreportedthatjobstresshadbecomeamorepervasiveproblemintherecentpast.
Withasizeablenumberofemployersawareoftheproblemscreatedbystressandwork-lifeimbalance,whyistherenotmoreactiontoaddressqualityofworklifeissues?Partoftheansweristhatfewemployersknowthecostsoftheseproblems.Forexample,theemployersurveyfoundthatonly13percentofallemployerssaythattheyareactivelymeasuringthecostofemployeestress.Butperhapsamuchlargerbarriertoprogressiswhoisunderthemostpressureatworkthesedays.Howcananorganizationtacklestresswhenthemoststressed—andmosttime-deprived—aretheverymanagersandprofessionalswhoshouldbeleadingthewaytosolutions?
Surelythisshouldbethefirstitemontheagendaofthenextseniormanagementmeetinginanyorganizationthattakesseriouslyitsemployees’qualityofworklife.Inmanyways,ahigh-qualityworkplacedependsondecision-makerstakingthetimetodaytolookintothefutureandaskwhattheywanttoenabletheiremployees—andthemselves—toachieve.Animportantpartofthatdiscussionishowimprovingthequalityofwork-lifeisameanstoincreasingshareholdervalueandorganizationalperformance.Companiesthatgetthiscrucialpointwillbethefirsttocreatethekindofworkplaceemployeeswant.
How can an organization tackle stress when the most stressed—and most time-deprived —are the very managers and professionals who should be leading the way to solutions?
26 |
Human Solutions Report 2006 – 07 References
7 References
1 Basedon1999datafromtheWorkplaceandEmployeeSurvey.M.DroletandR.Morissette.Betterjobsintheneweconomy?Perspectives on Labour and Income.14(3):47–55,2002.2 R.Florida.The Rise of the Creative Class: And How It’s Transforming Work, Leisure, Community and Everyday Life.NewYork:BasicBooks,2002.3 L.DuxburyandC.Higgins.Work–life Balance in the New Millennium: Where Are We? Where Do We Need To Go?Ottawa:CanadianPolicyResearchNetworks,DiscussionPaperNo.W-12,2001.B.Burchell,D.LadipoandF.Wilkinson,eds.Job Insecurity and Work Intensification.Routledge,2002.F.Green,Demanding Work: The Paradox of Job Quality in the Affluent Economy.PrincetonUniversityPress,2006.J.Barling,E.K.KellowayandM.R.Frone,eds.HandbookofWorkStress.Sage,2005.4 Seeforexample:Handbook of Work Stress.Barling,KellowayandFrone,eds.,2005.M.Shields.Stress,healthandthebenefitsofsocialsupport.Health Reports.15(1):9–38,2004.C.L.Cooper,P.J.DeweandM.P.O’Driscoll.Organizational Stress: A Review and Critique of Theory, Research, and Applications.Sage,2001.J.E.Ferrie,etal.Work,StressandHealth:TheWhitehallIIStudy.CivilServiceUnions&UKCabinetOffice,2004(www.ucl.ac.uk/whitehallII/).5 G.M.BellaviaandM.R.Frone.Work-familyconflict.In:Handbook of Work Stress.J.Barling,E.K.KellowayandM.R.Frone,eds.Sage,2005.6 L.DuxburyandC.Higgins.Work–life Conflict in Canada in the New Millennium.AStatusReport.Ottawa:HealthCanada,2003.7 DuxburyandHiggins.Work–life Balance in the New Millennium: Where Are We? Where Do We Need to Go?8 TheGeneralSocialSurveyisadministeredbyStatisticsCanadaandsamplesaresufficientlylargetoenablereliablepopulationestimates.UnpublisheddataprovidedbyStatisticsCanada.9 SeeL.T.Eby,W.J.Casper,A.Lockwood,etal.WorkandfamilyresearchinIO/OB:Contentanalysisandreviewoftheliterature(1980–2002).Journal of Vocational Behavior.66(1):124–97,2005.10 DuxburyandHiggins,Work–life Conflict in Canada in the New Millennium,2003.Alsosee:L.DuxburyandC.Higgins.Supportivemanagers:Whatarethey?Whydotheymatter?HRM Research Quarterly.1(Winter),1997:1–4.11 E.Appelbaum,T.Bailey,P.BergandA.Kalleberg.Organizationsandtheintersectionofworkandfamily.Acomparativeperspective.In:S.Ackroyd,R.Batt,P.ThompsonandP.S.Tolbert,eds.The Oxford Handbook of Work & Organization. Oxford University Press,2005.12 BellaviaandFrone.Work-familyconflict.In:Handbook of Work Stress,2005.13 G.S.Lowe.The Quality of Work: A People Centered Agenda.OxfordUniversityPress,2000.G.LoweandG.Schellenberg,What’s a Good Job? The Importance of Employment Relationships,CanadianPolicyResearchNetworks,2001.14 BellaviaandFrone.Work-familyconflict.In:Handbook of Work Stress,2005.
©2006WilsonBanwellPROACTHumanSolutions™.Allrightsreserved.
about the author
Graham Lowe, Ph.D., is the president and founder of The Graham Lowe Group, a workplace
consulting and research firm (www.grahamlowe.ca). Graham is Professor Emeritus at the
University of Alberta and a Research Associate at Canadian Policy Research Networks. He frequently
contributes articles to Canadian HR Reporter and other practitioner publications, served on
Statistics Canada’s Advisory Committee for the Workplace and Employee Survey, and is a member of
the Institute for Work and Health’s Scientific Advisory Committee. Graham’s numerous publications
include the acclaimed book, The Quality of Work: A People-Centered Agenda (Oxford University
Press, 2000), and he was the recipient of the 2004 Canadian Workplace Wellness Pioneer Award.
The goal and objective of the Innovations group is to synthesize and provide empirically valid,
reliable and relevant recommendations using new and existing knowledge in the area of
workplace health and productivity.
Graham Lowe Group Inc. and Wilson Banwell PROACT Human Solutions Inc. have established a
joint venture known as the Graham Lowe Human Solutions: Innovations group.
For additional information on this report or our servicesplease feel free to contact us.
1.888.689.8604
www.humansolutions.ca