Lighting, well-being and work performance: A review of the literature

Commissioned White Paper Report for Philips International

Workplace harassment in psychosocial risks and teleworking in times of health crisis

This study seeks to reflect on the relationship between teleworking, workplace harassment, and psychosocial risks in the context of labor resolutions adopted in Ecuador in the face of the Covid-19 pandemic. The purpose is to identify the relationship between mobbing in the telework modality and its effect on psychosocial risks. The following questions arise: how does mobbing manifest itself in telework? How not to confuse the results of teleworking with mobbing? Can mobbing be considered a psychosocial risk factor? For this, a systematic review of the literature and previous studies of the proposed variables and the analysis of the information from the Ministerio de Trabajo in Ecuador on a survey was conducted to evaluate the consequences of teleworking on workers. Despite the limitation of knowledge and relevant data, it has been established that workplace harassment or mobbing is also present in teleworking, with negative consequences; when the characteristics and conditions of work are not clearly defined, it is accessible to transition to mobbing, and, therefore, the increase in psychosocial risks in workers

Working in the 21st century. The coronavirus crisis: a driver of digitalisation, teleworking, and innovation, with unintended social consequences

Background: this article seeks to shed a light on the innovation, digitalisation, and teleworking processes that have occurred because of the coronavirus crisis. Methods: to this end, we analyse data from Eurostat (2020), the European Companies Survey (2013; 2019) and the Living, Working and COVID-19 Dataset (2020), the latter two gathered by Eurofound. Results: our main findings reveal that COVID-19 has accelerated a process of digitalisation that has produced relevant changes in labour relations and, consequently, in companies’ organisation. Conclusions: in short, home confinement has had a profound impact on work and occupational risks.This research was funded by Ministerio de Economía, Industria y Competitividad and Fondo Europeo de Desarrollo Regional (FEDER), grant number ECO2017-86305-C4-4-R. The APC was funded by UNED

The impact of teleworking in psychologists during COVID-19: Burnout, depression, anxiety, and stress

Background: The COVID-19 pandemic has forced mental health professionals to adapt quickly. The pandemic has created multiple new tasks for the psychologist. In addition to the various stressors closely linked to the COVID-19 pandemic, psychologists were forced to make their services more flexible. Teleworking was a way of continuing to work. Objective: This study aimed to identify the impact of working pattern on the levels of burnout, depression, anxiety, and stress. Methods: This was a cross-sectional study based on an online questionnaire applied to eighty-three Portuguese psychologists. Data were collected from May 9 to June 8, 2020, a period comprising the declaration of a national calamity and then state of emergency, and the subsequent ease of lockdown measures. The Copenhagen Burnout Inventory Scale and Depression Anxiety and Stress Scale were used. Univariate multiple linear regression models were estimated for each mental health outcome. Results: Significant differences were found between psychologists working in the workplace and in teleworking at the personal burnout, work-related burnout, client-related burnout, depression, and stress. In multiple linear regression, teleworking, not working, and being unmarried was significantly associated with higher levels of depression. Teleworking was significantly associated with higher stress scores and client-related and work burnout. Conclusions: This exceptional time of sudden, mandatory, and high-intensity teleworking, required rapid adaptation, giving rise to new stressors that might have been responsible for burnout levels in psychologists.info:eu-repo/semantics/publishedVersio

Can a corporate well-being programme maintain the strengths of the healthy employee in times of COVID-19 and extensive remote working? An empirical case study.

The COVID-19 pandemic and the increase of working-from-home have drastically changed many aspects of work life, causing very negative effects on employees' physical and psycho-social well-being. Healthy organisations have healthy employees, who have at least five psycho-social strengths of engagement, self-efficacy, resilience, optimism and hope, which are reinforced by physical activity, relating to each other in a positive way and leading to numerous benefits for the company. These strengths are being weakened by the pandemic, and the aim of this empirical study is to analyse through a case study the effects of an updated corporate wellness programme in times of pandemic on these strengths of the healthy employee. The sample was of 251 employees, 91 women and 160 men. The instruments used were the International Physical Activity Questionnaire and the adaptation of the Healthy and Resilient Organization questionnaire. The results indicated that workers with high physical activity, higher seniority, well guided by supervisors, as well as a comprehensive (multi-component) well-being programme, not only physical but also psycho-social, and with the use of different digital tools (an App is not enough), can mitigate these negative effects. Whereas companies are grappling with reduced employee engagement among other harmful psychosocial and physical effects, this case study suggests that a good corporate well-being programme could help mitigate these detrimental consequences for their workforce and be helpful for the company to adapt to this rapidly changing workplace

Work Life 2000 Yearbook 2: 2000

This volume reported the proceedings of a series of international research workshops in 1999, funded by the Swedish National Institute for Working Life, in preparation for the Swedish Presidency of the European Union in 2001

Inclusive HRM and employment security for disabled people:An interdisciplinary approach

Many countries struggle with non-participation of vulnerable groups. Countries give priority to Active Labour Market Policies (ALMP) to help unemployed and disabled people get back to work, preferably in regular employment. In recent years, some innovative policies have tried to involve employers. There seems to be a paradox between desired social policy outcomes, such as getting people out of social security into regular jobs, and preferred Strategic HRM outcomes, such as being a highly productive, cost-efficient and flexible organisation. The explanation and solution for this social issue- integration of disabled people – can thus not solely be found in the Social Policy literature, as strategic employer behaviour ultimately decides whether ALMP succeed. In this paper, we combine insights from Social Policy and HRM literature and discuss several factors that play a role in the process of (not) offering jobs to disabled people. We present a conceptual strategic inclusive HR model and conclude that different HR perspectives, focusing on economic rationality, wellbeing, social legitimacy, may lead to different hiring strategies

Burnout in the Workplace: A Review of the Data and Policy Responses in the EU

This report looks at the extent of burnout experienced by workers in the EU, based on national research. As a starting point, the report sets out to consider whether burnout is viewed as a medical or occupational disease. It then examines the work determinants associated with burnout and looks at the effects of burnout, including psychosocial and physical work factors, work intensity and work organisation. It also reviews national strategies and policies regarding this issue, the involvement of the social partners in the current debate, as well as preventive actions currently in place

The good, the bad and the blend: The strategic role of the “middle leadership” in work-family/life dynamics during remote working

The ongoing epidemiological crisis has suddenly steered us towards a new futuristic work scenario in which most service sector employees work remotely, which could be a permanent reality for most service sector employees. This paper focuses on the strategic role that leadership could play in the radical change process that is taking place in work environments. Particular attention was paid to the role of ‘middle managers’ who perform an important function as a link between the strategic vision of top management and the workforce. In addition, special attention was paid to gender differences in work-life dynamics, which are particularly relevant in countries with traditional cultural identities. As this is a conceptual contribution, the most recent studies on this specific role of middle managers have been taken into account and embedded in the current scenario. Therefore, the main contribution in terms of originality was that the current review aimed to leverage such a legacy of knowledge and create a system of evidence-based practical implications for effectively supporting change in organizational culture through the identification of the most appropriate middle management leadership models for remote working that could prevent and/or limit any psychosocial risks (e.g., workaholism and technostress) and longer-term outcomes such as sustainable work-life interface