Participatory approach for a healthy workplace in Japan

Authored by: Akihito Shimazu , Daniel Goering

The Routledge Companion to Wellbeing at Work

Print publication date:  May  2017
Online publication date:  May  2017

Print ISBN: 9781138955943
eBook ISBN: 9781315665979
Adobe ISBN:

10.4324/9781315665979.ch24

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Abstract

Work can be stressful for employees, and this stress can be costly to organizations. In fact, a recent nationwide survey conducted in Japan found a high proportion of Japanese workers (61%) as experiencing high levels of anxiety and stress in their daily work lives (Japanese Ministry of Health, Labour, & Welfare, 2013). Figures in the United States are similarly concerning, with data indicating upwards of 80% of all on-the-job injuries and 40% of total employee turnover attributed to work stress (Atkinson, 2004), and roughly 30% of US workers indicating they are currently experiencing burnout (Shanafelt et al., 2012), a mental health condition caused by chronic exposure to work stress (Maslach, 1982). There is a growing body of evidence showing the risks that increased work-related stressors pose to employee mental and physical health, and the subsequent effects this can have on productivity and performance. For instance, several meta-analyses have established a clear link between greater job demands, a key determinant of work-related stress, and both psychological maladies such as burnout (ρ =.27, k = 27; Crawford, LePine, & Rich, 2010) and physical injuries (ρ =.13, k = 21; Nahrgang, Morgeson, & Hofmann, 2011). Consequently, burnout may have negative effects on job performance (ρ = −.25, weighted average among three burnout dimensions; Swider & Zimmerman, 2010).

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