Report looks at quality of working life

Increased anger and loss of humour amongst people in the workplace are just two of the knock-on effects that manufacturing businesses now have to deal with due to poor workplace health.
Increased anger and loss of humour amongst people in the workplace are just two of the knock-on effects that manufacturing businesses now have to deal with due to poor workplace health, according to new research. The 'Quality of Working Life' report published by the Chartered Management Institute and Workplace Health Connect uncovers a high number of physical and psychological symptoms and highlights the impact these have on business performance. The survey questioned 1,541 managers in the UK revealing a poor picture of health, with only half (50 per cent) of manufacturing managers believing they are currently in 'good' health.

Key findings of the report were: * Taking the strain: 41 per cent admitted to feeling or becoming angry with others too easily and one third (28 per cent) confessed to a loss of humour creating workplace pressures.

* Pressure point: Half of those questioned (51 per cent) in the manufacturing industry complained of muscular tension or physical aches and pains.

41 per cent said they experienced frequent headaches.

* Fighting fatigue: Asked about psychological symptoms, 54 per cent experienced feelings of constant tiredness at work.

49 per cent complained of insomnia.

The report also shows that ill-health is having an impact on morale and performance.

One-third (30 per cent) admit they are irritable 'sometimes or often' towards colleagues.

Some managers in the manufacturing sector also want to avoid contact with other people (26 per cent) and many (19 per cent) have difficulty making decisions due to ill health.

Mary Chapman, chief executive of the Chartered Management Institute, says: 'With the impact of ill-health being keenly felt in the workplace, managers need a better understanding of the consequences of letting relatively minor symptoms escalate.

They need to take more personal responsibility for improving their health because inaction is clearly having an effect on colleagues and the knock-on effect is that customer relationships will suffer, too.' Elizabeth Gyngell, programme director at Workplace Health Connect, says: 'Health activities should not be driven by a concern over legislation, but by the understanding that improved well-being can generate significant benefits to morale and performance.

This means organisations should ensure their employees are well versed in identifying and addressing symptoms before they escalate.'