1 / 18

Professor Cary L. Cooper, CBE

Professor Cary L. Cooper, CBE. Distinguished Professor of Organizational Psychology and Health and Pro-Vice Chancellor (External Relations) Lancaster University. Causes of Long-Term Absence – Non-Manual Workers CIPD 2011. Percentage of respondents citing this reason

johnda
Télécharger la présentation

Professor Cary L. Cooper, CBE

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Professor Cary L. Cooper, CBE Distinguished Professor of Organizational Psychology and Health and Pro-Vice Chancellor (External Relations) Lancaster University

  2. Causes of Long-Term Absence –Non-Manual Workers CIPD 2011 Percentage of respondents citing this reason as leading cause (base 286) All Manufacturing Private Public Non- and Services Services Profit Production Stress58 38 55 70 69 Mental health 46 32 50 53 43 Acute medical conditions 57 61 56 59 51 Recurring medical conditions 28 34 29 29 20 Back pain 50 55 41 56 57 Musculo-skeletal injuries 57 61 44 73 55 Minor Illness 11 4 13 14 10 Injuries/accidents not related to work 30 30 32 25 31 Home/family responsibilities 13 11 15 14 8

  3. Major Cause of Early Retirement

  4. Estimated Annual Costs to UK Employers of Mental Ill Health (Sainsbury Centre for Mental Health, 2007)

  5. Presenteeism

  6. How common is sickness presenteeism? N=39,000 employees from general working population (UK)

  7. Managers’ Experience of Physical and Psychological Symptoms(Source: CMI Quality of Working Life 2012)

  8. Sources of Stress Symptoms of Stress Disease Intrinsic to the Job • Individual • Depressed Mood • Excessive drinking • Irritability • Chest pains • High Blood • Pressure Coronary Heart Disease Mental Illness Role in the Organisation Relationships in at work Individual Career Development • Organisational • High absenteeism • High labour • turnover • Poor quality • control Prolonged Strikes Frequent and severe accidents Apathy Organisational structure and Climate Home/Work Interface

  9. Comprehensive Programme Interventions Interventions Concentrating on Individuals, Teams and Organisations • Primary – Dealing with the stressors • Selection policies & induction • Workflow planning (task allocation, matching resource to work flow demand, etc) • Work Life Balance initiatives • Management Development Programmes • Secondary – Helping people to cope • Resilience training • Annual reviews & appraisals and personal development plans • Healthy Lifestyle & Well-being programmes • Tertiary – Picking people back up • Employee Assistance Programmes Risk Analysis A Participative Approach Stress Prevention Strategy

  10. Well-being and Sickness-absence

  11. Making the business case • Emphasis in NICE guidance on business case • If mental illness costs employers £28.3 billion per annum in 2009 • Prevention and early identification of problems, should save employers at least 30% £8 billion per annum • For 1,000 employee company annual costs can be reduced by £250,000 http://www.nice.org.uk/nicemedia/pdf/PH22Guidance.pdf

  12. Well-Being and Productivity • There is a positive correlation between well-being and performance (about 0.3) (Cropanzano & Wright, 1999; Wang, 2000; Donald et al., 2005) • The Improving well-being will bring improvements in performance • Improving performance will bring further improvements in well-being - a virtuous cycle

  13. There is a business case for wellness programmes Price Waterhouse Cooper 2008

  14. i-resilience: personality links

  15. Resilience & Wellbeing StatisticsData set: 39,000 people from 27 organisations in the last 5 years.The biggest drivers of productivity in the workplace are not pay, or even job security – but instead whether or not you enjoy the job, whether you have clear expectations set by your manager and whether your job interferes with your home and personal life.The relationship between frequency of positive emotions (happiness, contentment, enthusiasm, excitement, inspiration etc.) at work and productivity: (Source: RobertsonCooper Ltd 2012)

  16. Reslience and Wellbeing StatisticsI-Resilience FindingsData set: 28,000 people from hundreds of organisations in the last 2 years.All graphs show a measure of overall state resilience on a 0-16 point scale. The higher the score, the easier people are finding it to cope – i.e. the higher their current resilience levels.Finding 1:Overall resilience levels seem to be falling over time, i.e. people are finding it harder than ever to cope with their work pressures.(Source: Robertson Cooper Ltd. 2012)

  17. Resilience & Wellbeing StatisticsResilience levels are more positive in the private sector than they are in the public sector (Source: Robertson Cooper Ltd 2012)

  18. Resilience and Wellbeing StatisticsResilience levels are relatively high when people start into the working world (i.e. their 20s)This resilience appears to drop off all the way until people come to retire.Also and perhaps worryingly, our next set of working people, teenagers, are finding it particularly difficult to cope at present(Source: Robertson Cooper Ltd. 2012)

More Related