Workplace stress is exacting an ever-higher physical and psychological toll. It adversely affects productivity, drives up voluntary turnover, and costs US employers nearly $200 billion every year in healthcare costs. Many companies are aware of these negative effects, and some have gotten busy devising ways to counteract them. Efforts range from initiatives to encourage sleep, exercise, and meditation to perks such as nap pods and snack bars.
In the midst of all this activity, it’s easy to overlook something fundamental: the work environment, starting with the work itself. For many years, a number of researchers, including myself, have touted the benefits of better work practices for performance and productivity. In my new book, Dying for a Paycheck (HarperCollins, 2018), I’ve tried to show how two critical contributors to employee engagement—job control and social support— also improve employee health, potentially reducing healthcare costs and strengthening the case for them as a top management priority.
In this article, I’ll explore the research that connects these two elements to employee health, and describe some examples of organizations that are succeeding at providing the autonomy, control, social connections, and support that foster physical and mental well-being. Any company, in any industry, can pull these levers without breaking the bank. Today, though, too few do.