{"id":217345,"date":"2018-09-20T11:53:55","date_gmt":"2018-09-20T18:53:55","guid":{"rendered":"https:\/\/www.healthywork.org\/?page_id=217345"},"modified":"2024-09-23T18:32:08","modified_gmt":"2024-09-24T01:32:08","slug":"business-case","status":"publish","type":"page","link":"https:\/\/www.healthywork.org\/es\/why\/business-case\/","title":{"rendered":"Caso de negocio"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; _builder_version=&#8221;4.25.0&#8243; use_background_color_gradient=&#8221;on&#8221; background_color_gradient_stops=&#8221;#133b54 9%|#375fa3 61%|#375fa3 100%|#e1ddda 100%&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row custom_padding_last_edited=&#8221;on|phone&#8221; _builder_version=&#8221;4.25.0&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; custom_margin=&#8221;95px||||false|false&#8221; custom_margin_tablet=&#8221;0px||||false|false&#8221; custom_margin_phone=&#8221;0px||||false|false&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;5px|64px|80px|64px|false|false&#8221; custom_padding_tablet=&#8221;80px|64px|80px|64px|false|false&#8221; custom_padding_phone=&#8221;3px|20px|80px|20px|false|false&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.25.0&#8243; min_height=&#8221;1202.4px&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;&#8221; custom_margin_last_edited=&#8221;on|desktop&#8221; custom_padding=&#8221;64px|0px|64px|0px|true|false&#8221; custom_css_free_form=&#8221;h1.business-title {||  color: #f6f4f2 !important;||  font: 700 94px\/110% Mulish, sans-serif !important;||  padding-bottom: 48px;||}||||@media(max-width: 991px){||  h1.business-title {||    font: 700 64px\/75px Muslish, sans-serif !important;||  }||}||||strong, p {||  color: #f6f4f2;||}||||a {||  color:#2ed9c3;||  text-decoration: underline !important;||}&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<h1 class=\"business-title\" style=\"text-align: center; color: #f6f4f2; font-size: 94px; padding-bottom: 20px;\">Business Case<\/h1>\n<p><iframe loading=\"lazy\" title=\"The Business Case for Healthy Work (June 29, 2023)\" width=\"1080\" height=\"608\" src=\"https:\/\/www.youtube.com\/embed\/Vb3jAdb_WsY?feature=oembed\"  allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen><\/iframe><\/p>\n<div class=\"video-under-text\">\n<p><strong style=\"color: #f6f4f2; font-size: 20px;\">\u201cGood jobs.\u201d \u201cSustainability.\u201d \u201cHealthy work.\u201d<\/strong><\/p>\n<p style=\"color: #f6f4f2; font-size: 20px;\">They&#8217;re all ideas in a growing movement about the value of good quality jobs. It recognizes that employee safety, health and well-being are key components of sustainability. Healthy work encourages management strategies and organizational changes that improve the quality of work, and are <strong style=\"color: #f6f4f2; font-size: 20px;\">good for business, workers and society<\/strong>. Unhealthy work, on the other hand, has a substantial impact on the cost of doing business.<\/p>\n<p><strong style=\"color: #f6f4f2; font-size: 20px;\">Want to know the business costs of unhealthy work? Click <a style=\"color: #2ed9c3;\" href=\"\/why\/business-case\/#costs\">here.<\/a><\/strong><\/p>\n<\/div>\n<p>[\/et_pb_text][et_pb_code _builder_version=&#8221;4.25.0&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div class=\"video-code\"><!-- [et_pb_line_break_holder] -->  <!-- [et_pb_line_break_holder] --><\/div>\n<style><!-- [et_pb_line_break_holder] -->  .fluid-width-video-wrapper {<!-- [et_pb_line_break_holder] -->    margin: auto;<!-- [et_pb_line_break_holder] -->    max-width: 800px;<!-- [et_pb_line_break_holder] -->    width: 100%;<!-- [et_pb_line_break_holder] -->}<!-- [et_pb_line_break_holder] -->  <!-- [et_pb_line_break_holder] -->  .video-code{<!-- [et_pb_line_break_holder] -->    margin: 20px;<!-- [et_pb_line_break_holder] -->  }<!-- [et_pb_line_break_holder] -->  <!-- [et_pb_line_break_holder] -->  .fluid-width-video-wrapper iframe {<!-- [et_pb_line_break_holder] -->    height: 67%;<!-- [et_pb_line_break_holder] -->  }<!-- [et_pb_line_break_holder] -->  .business-title {<!-- [et_pb_line_break_holder] -->    padding-bottom: 20px !important;<!-- [et_pb_line_break_holder] -->  }<!-- [et_pb_line_break_holder] -->  .video-under-text {<!-- [et_pb_line_break_holder] -->      margin-top: -100px;<!-- [et_pb_line_break_holder] -->    }<!-- [et_pb_line_break_holder] -->  @media(max-width:991px) {<!-- [et_pb_line_break_holder] -->    .video-under-text {<!-- [et_pb_line_break_holder] -->      margin-top: -70px;<!-- [et_pb_line_break_holder] -->    }<!-- [et_pb_line_break_holder] -->  }<!-- [et_pb_line_break_holder] --><\/style>\n<p><!-- [et_pb_line_break_holder] -->[\/et_pb_code][et_pb_toggle title=&#8221;How do we know?  Read on.&#8221; admin_label=&#8221;Toggle: How do we know?&#8221; module_id=&#8221;how&#8221; module_class=&#8221;toggle-no-box&#8221; _builder_version=&#8221;4.25.0&#8243; title_font_size=&#8221;19&#8243; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div class=\"stats-info\">\n<p>The rapidly changing nature of work, the employment relationship, and a fiercely competitive global economy continue to pressure employers to utilize business models that are intended to maximize productivity and profitability but ultimately conflict with healthy, good jobs. Restructuring, downsizing, sub-contracting, and lean production are common strategies used by many organizations in high-income industrialized countries, including the U.S. These practices rely on increasing short-term efficiency and cutting labor costs, often resulting in understaffing, intensifying the pace of work, more temporary or insecure jobs, and longer hours.<sup>[<a class=\"ref-link\" href=\"#reference-1\">1<\/a>],[<a class=\"ref-link\" href=\"#reference-2\">2<\/a>]<\/sup><\/p>\n<p>Long work hours turn out to be counterproductive; productivity declines as overtime hours increase.<sup>[<a class=\"ref-link\" href=\"#reference-3\">3<\/a>],[<a class=\"ref-link\" href=\"#reference-4\">4<\/a>]<\/sup> And other practices can result in \u201cpsychosocial work stressors\u201d (e.g., excessive demands, low control, work-family conflict), which are scientifically measurable occupational hazards that result in an increase in experienced stress and mental distress.<sup>[<a class=\"ref-link\" href=\"#reference-5\">5<\/a>]<\/sup> Work stressors are an indicator of \u201cunhealthy work\u201d and have a negative effect on employee engagement,<sup>[<a class=\"ref-link\" href=\"#reference-6\">6<\/a>]<\/sup> health, and well-being.<\/p>\n<p>A large body of research shows that employees chronically exposed to work stressors have an increased likelihood of injuries on the job,<sup>[<a class=\"ref-link\" href=\"#reference-7\">7<\/a>],[<a class=\"ref-link\" href=\"#reference-8\">8<\/a>]<\/sup> as well as developing mental health conditions such as anxiety and burnout,<sup>[<a class=\"ref-link\" href=\"#reference-9\">9<\/a>]<\/sup> and when persistent enough, can lead to conditions such as depression,<sup>[<a class=\"ref-link\" href=\"#reference-10\">10<\/a>]<\/sup> hypertension<sup>[<a class=\"ref-link\" href=\"#reference-11\">11<\/a>],[<a class=\"ref-link\" href=\"#reference-12\">12<\/a>]<\/sup> and cardiovascular disease.<sup>[<a class=\"ref-link\" href=\"#reference-13\">13<\/a>],[<a class=\"ref-link\" href=\"#reference-14\">14<\/a>]<\/sup> (See <a href=\"\/why\/healthy-work\/\">Principles of Healthy Work<\/a> and <a href=\"\/why\/stats-infographics\/\">Stats to Know<\/a> for more info.)<\/p>\n<\/div>\n<p>[\/et_pb_toggle][et_pb_toggle title=&#8221;So what are the costs?&#8221; admin_label=&#8221;Toggle: So what are the costs?&#8221; module_id=&#8221;costs&#8221; module_class=&#8221;toggle-no-box&#8221; _builder_version=&#8221;4.25.0&#8243; title_font_size=&#8221;19&#8243; z_index_tablet=&#8221;500&#8243; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div class=\"biz-case\">\n<ol style=\"padding-bottom: 0;\">\n<li><strong><em>Overall costs<\/em><\/strong>\n<div class=\"text-highlight-green\" style=\"float: none;\"><em>The direct and indirect costs of work-related stress to companies is estimated in the hundreds of billions<sup>[<a class=\"ref-link\" href=\"#reference-15\">15<\/a>]<\/sup>, including:<\/em><\/div>\n<ul>\n<li>increased healthcare premiums<\/li>\n<li>increased costs from increased absenteeism\/sick leave, disability management<\/li>\n<li>diminished productivity at work [<a href=\"\/why\/healthy-work\/research\/#glossary\">presenteeism<\/a>]<\/li>\n<li>employee turnover<\/li>\n<\/ul>\n<\/li>\n<li class=\"clearfix\"><strong>Significant increases in healthcare costs, <\/strong>because unhealthy work can make your workforce sick and more likely to experience health problems which can be persistent, difficult to treat, and expensive.<\/li>\n<\/ol>\n<div class='et-learn-more clearfix'>\n\t\t\t\t\t<h3 class='heading-more'>See Stats<span class='et_learnmore_arrow'><span><\/span><\/span><\/h3>\n\t\t\t\t\t<div class='learn-more-content'><ol style=\"padding-bottom: 0;\">\n<li style=\"list-style-type: none;\">\n<ul>\n<li class=\"li-extra-indent\"><strong>Healthcare expenditures<\/strong> are nearly 50% greater for workers who report high levels of stress. (Goetzel et al. <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/9800168\" target=\"_blank\" rel=\"noopener noreferrer\">J Occup Environ Med<\/a><\/u>,<\/em> 1998)<\/li>\n<li class=\"li-extra-indent\">Workplace stressors associated with how U.S. companies manage their workforces are<strong> conservatively<\/strong> estimated to incur healthcare costs in excess of $180 billion, approximately 5-8 percent of total annual healthcare costs. (Goh, Pfeffer, Zenios, <em><u><a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=50305\" target=\"_blank\" rel=\"noopener noreferrer\">Management Science<\/a><\/u><\/em>, 2015)<\/li>\n<\/ul>\n<\/li>\n<\/ol><\/div>\n\t\t\t\t<\/div>\n<ol style=\"padding-bottom: 0;\">\n<li><strong>Significant losses in productivity <\/strong>due to sickness absenteeism, presenteeism, and turnover, as well as <strong>increased costs<\/strong> of disability programs including workers compensation insurance:<br \/>\n<div class='et-learn-more clearfix'>\n\t\t\t\t\t<h3 class='heading-more'>See Stats<span class='et_learnmore_arrow'><span><\/span><\/span><\/h3>\n\t\t\t\t\t<div class='learn-more-content'><ul>\n<li style=\"margin-top: 25px;\"><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a><span class='et-tooltip'>Sick leave\/Absenteeism<span class='et-tooltip-box'>The number of days employees reported not being able to do their work and usual activities due to illness.<span class='et-tooltip-arrow'><\/span><\/span><\/span>\n<p class=\"li-extra-indent\">Over half of the 550 million working days lost annually in the U.S. from absenteeism are stress related and one in five of all last minute no-shows are due to job stress. (European Agency for Safety and Health at Work (EU-OSHA), <u><a href=\"https:\/\/osha.europa.eu\/en\/publications\/calculating-cost-work-related-stress-and-psychosocial-risks\/view\" target=\"_blank\" rel=\"noopener noreferrer\">Calculating the cost of work-related stress and psychosocial risks<\/a><\/u>, 2014)<\/p>\n<p class=\"li-extra-indent\">In the United Kingdom, in 2015\/16, over 11 million days are lost at work a year because of stress at work and 24 working days are lost per person. (UK Health and Safety Executive, <u><a href=\"http:\/\/www.hse.gov.uk\/pubns\/priced\/wrs-poster.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">Health and Safety at Work: Stress, anxiety and depression statistics<\/a><\/u>, 2015\/16)<\/p>\n<p class=\"li-extra-indent\">Stress accounts for about 40% of sickness absence, at an estimated average cost of \u00a3175 (U.S.$ 228) per employee\/year. (Hoel, H., Sparks, K. and Cooper, C.L., <u><a href=\"http:\/\/www.ilo.org\/safework\/info\/publications\/WCMS_108532\/lang--en\/index.htm\" target=\"_blank\" rel=\"noopener noreferrer\">International Labour Organization (ILO)<\/a><\/u>, Geneva, 2001)<\/p>\n<\/li>\n<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a><span class='et-tooltip'>Presenteeism<span class='et-tooltip-box'>Employees report being at work but not performing to their usual capacity due to illness.<span class='et-tooltip-arrow'><\/span><\/span><\/span>\n<p class=\"li-extra-indent\">Presenteeism accounts for approximately 58% (32% is due to absenteeism) of the overall cost to British employers of stress, anxiety and depression. Therefore, presenteeism costs a company with 10 employees an estimated \u00a36 050 per year. (Sainsbury Centre for Mental Health, <u><a href=\"https:\/\/www.centreformentalhealth.org.uk\/sites\/default\/files\/2018-09\/mental_health_at_work.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">Mental health at work: developing a business case policy paper<\/a><\/u>, 2007)<\/p>\n<p class=\"li-extra-indent\">With higher levels of reported job stress (including understaffing because of absences\/vacancies, having \u2018\u2018too many\u2019\u2019 clients, time pressure, and \u201ctoo much work\u2019\u2019), sickness presenteeism occurred more often than sickness absence among elder care workers. (Elstad, <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/18635730\" target=\"_blank\" rel=\"noopener noreferrer\">Scan J Pub Health<\/a><\/u><\/em>, 2008)<\/p>\n<\/li>\n<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a><span class='et-tooltip'>Disability<span class='et-tooltip-box'>The inability to work or engage in one's accustomed role because of a medically definable impairment, results in costs to employers of disability benefits programs or disability management, the loss of productivity due to disability or replacing workers on disability leave.<span class='et-tooltip-arrow'><\/span><\/span><\/span>\n<p class=\"li-extra-indent\">In a study of over 40,000 employees followed over time, the combination of job strain and ERI was associated with doubling the risk of disability due to depression. (Juvani et al, <em><u><a href=\"https:\/\/www.sjweh.fi\/show_abstract.php?abstract_id=3736&amp;fullText=1\" target=\"_blank\" rel=\"noopener noreferrer\">SJWEH<\/a><\/u><\/em>, 2018)<\/p>\n<p class=\"li-extra-indent\">A higher job strain score was associated with a 1.3-2.4 times higher risk of disability pension due to musculoskeletal disorders four and half years later. (Mantyniemi et al, <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/22573793\" target=\"_blank\" rel=\"noopener noreferrer\">Occup Environ Med<\/a><\/u><\/em>, 2012)<\/p>\n<\/li>\n<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a><span class='et-tooltip'>Workers Compensation<span class='et-tooltip-box'>Cost of private or state insurance that provide wage replacement and medical benefits to employees experiencing a work-related injury or work-related illness (such as a heart attack) while on the job; cost of replacing workers injured on the job.<span class='et-tooltip-arrow'><\/span><\/span><\/span>\n<p class=\"li-extra-indent\">Among employees who state that they \u2018always work under pressure\u2019, the accident rate is about five times higher than that of employees who are \u2018never\u2019 subject to pressurised work. (European Foundation for the Improvement of Living and Working Conditions, <u><a href=\"http:\/\/www.eurofound.europa.eu\/ewco\/reports\/TN0502TR01\/TN0502TR01.pdf\" target=\"_blank\" rel=\"noopener noreferrer\">Work-related stress<\/a><\/u>, 2007)<\/p>\n<p class=\"li-extra-indent\">High psychological demands, emotional demands, and conflicts with supervisors and coworkers increased the risk of being injured in an occupational accident even taking into account demographics, fatigue, shift work and type of work environment. (Swaen et al, <u><em><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/15213513\" target=\"_blank\" rel=\"noopener noreferrer\">J Occup Environ Med<\/a><\/em><\/u>, 2004)<\/p>\n<\/li>\n<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a><span class='et-tooltip'>Staff Turnover<span class='et-tooltip-box'>The cost of replacing an employee who is terminated or voluntarily leaves and includes recruitment, hiring, and training costs.<span class='et-tooltip-arrow'><\/span><\/span><\/span>\n<p class=\"li-extra-indent\">National studies show that about a fifth of staff turnover can be related to stress at work. (CIPD Recruitment, retention and turnover, 2008 in <a href=\"https:\/\/osha.europa.eu\/en\/publications\/calculating-cost-work-related-stress-and-psychosocial-risks\/view\" target=\"_blank\" rel=\"noopener noreferrer\">European Agency for Safety and Health at Work (EU-OSHA), <u>Calculating the cost of work-related stress and psychosocial risks<\/u><\/a>, 2014)<\/p>\n<p class=\"li-extra-indent\">The cost of voluntary white-collar turnover is estimated to be at least a year\u2019s compensation for the position. (Ramlall,\u00a0S.,\u00a0<em><u><a href=\"https:\/\/issuu.com\/sunilramlall\/docs\/review_of_employee_motivation_theor\" target=\"_blank\" rel=\"noopener noreferrer\">Journal of the American Academy of Business<\/a><\/u><\/em>, 2004)<\/p>\n<\/li>\n<\/ul><\/div>\n\t\t\t\t<\/div><\/li>\n<\/ol>\n<\/div>\n<p>[\/et_pb_toggle][et_pb_image src=&#8221;https:\/\/www.healthywork.org\/wp-content\/uploads\/2024\/06\/The-Business-Case-for-Healthy-Work-graphic-v3-052224-2x-1.png&#8221; alt=&#8221;10 Reasons Businesses Should Combat Chronic Work Stress &#8211; Infographic&#8221; title_text=&#8221;The Business Case for Healthy Work graphic (v3) 052224 (2x)&#8221; url=&#8221;https:\/\/www.healthywork.org\/wp-content\/uploads\/2024\/06\/HWC-10-Reasons-Businesses-Should-Combat-Chronic-Work-Stress-infographic-v3-052224.pdf&#8221; url_new_window=&#8221;on&#8221; admin_label=&#8221;Image &#8211; Infographic&#8221; _builder_version=&#8221;4.25.0&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_image][et_pb_toggle title=&#8221;Next steps&#8221; admin_label=&#8221;Toggle: Next steps&#8221; module_id=&#8221;nextsteps&#8221; module_class=&#8221;toggle-no-box&#8221; _builder_version=&#8221;4.25.0&#8243; title_font_size=&#8221;19&#8243; custom_css_free_form=&#8221;a {||  color:#133b54;||}&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div class=\"biz-ref\">\n<p><span style=\"font-weight: 400;\">Taken all together, these various costs from work stressors are a significant economic burden for organizations and can be barriers to creating greater innovation, engagement, and ultimately healthy and sustainable organizations.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><span style=\"font-weight: 400;\">There are also the human costs of work stress to families, children and communities to be considered, as well as the societal effects of increased disability, morbidity and mortality.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Attention to #healthywork is an imperative for those organizations committed to sustainability and providing good jobs to a motivated and engaged workforce. Fortunately there are many resources and tools available to help guide your organization or business.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Check out the Healthy Work Survey on our <\/span><a href=\"https:\/\/www.healthywork.org\/what\/assess\/\" style=\"color: #376fa3;\"><span style=\"font-weight: 400;\">Healthy Work Assessments<\/span><\/a><span style=\"font-weight: 400;\"> page to identify work stressors in your workplace.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\">Check out <a href=\"https:\/\/www.healthywork.org\/what\/guide-employers\/\" style=\"color: #376fa3;\"><span>Solutions for Employers<\/span><\/a><span> to find resources, guidance, and examples of ways to reduce work stressors and improve health and well-being.<\/span><\/li>\n<\/ul>\n<p><b>Need tailored guidance?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Book a consultation with us <\/span><a href=\"https:\/\/docs.google.com\/forms\/d\/e\/1FAIpQLSevpRiiFKF_4sFExHwNtNBOfAgZs10HZkK4lPsYmmcPd6in5A\/viewform\" style=\"color: #376fa3;\"><span style=\"font-weight: 400;\">here<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<\/div>\n<p>[\/et_pb_toggle][et_pb_toggle title=&#8221;References&#8221; admin_label=&#8221;Toggle: References&#8221; module_id=&#8221;references&#8221; module_class=&#8221;toggle-no-box&#8221; _builder_version=&#8221;4.25.0&#8243; title_font_size=&#8221;19&#8243; global_colors_info=&#8221;{}&#8221;]<!-- References Section --><\/p>\n<div class=\"biz-ref\">\n<p id=\"reference-1\"><sup>[1]<\/sup> Landsbergis, P. A., et al. (1999). &#8220;<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/10212864\" target=\"_blank\" rel=\"noopener noreferrer\">The impact of lean production and related new systems of work organization on worker health<\/a>.&#8221; <em>Journal of Occupational Health Psychology<\/em> 4(2): 108-130.<\/p>\n<p id=\"reference-2\"><sup>[2]<\/sup> Virtanen, M., et al. (2005). &#8220;<a href=\"https:\/\/academic.oup.com\/ije\/article\/34\/3\/610\/682271\" target=\"_blank\" rel=\"noopener noreferrer\">Temporary employment and health: a review<\/a>.&#8221; <em>Int J Epidemiol<\/em> 34(3): 610-622.<\/p>\n<p id=\"reference-3\"><sup>[3]<\/sup> Caruso, C. C. (2006). &#8220;<a href=\"https:\/\/www.jstage.jst.go.jp\/article\/indhealth\/44\/4\/44_4_531\/_article\/-char\/ja\/\" target=\"_blank\" rel=\"noopener noreferrer\">Possible broad impacts of long work hours<\/a>.&#8221; <em>Ind Health<\/em> 44(4): 531-536.<\/p>\n<p id=\"reference-4\"><sup>[4]<\/sup> Pencavel, J. (2014). &#8220;<a href=\"https:\/\/onlinelibrary.wiley.com\/doi\/abs\/10.1111\/ecoj.12166\" target=\"_blank\" rel=\"noopener noreferrer\">The Productivity of Working Hours<\/a>.&#8221; <em>The Economic Journal<\/em> 125(589).<\/p>\n<p id=\"reference-5\"><sup>[5]<\/sup> Schnall, P., et al. (2009). <em><a href=\"https:\/\/unhealthywork.org\/unhealthywork\/unhealthy-work-causes-consequences-cures\/\" target=\"_blank\" rel=\"noopener noreferrer\">Unhealthy Work: Causes, Consequences and Cures<\/a><\/em>. Amityville, NY, Baywood Publishing.<\/p>\n<p id=\"reference-6\"><sup>[6]<\/sup> Schaufeli and Bakker. (2004) &#8220;<a href=\"https:\/\/www.researchgate.net\/publication\/227617188_Job_demands_job_resources_and_their_relationship_with_burnout_and_engagement_A_multi-sample_study\" target=\"_blank\" rel=\"noopener noreferrer\">Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study<\/a>.&#8221; <em>J Organiz Behav<\/em> 25; 293-315.<\/p>\n<p id=\"reference-7\"><sup>[7]<\/sup> Dembe AE, et al. (2005) &#8220;<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/16109814\" target=\"_blank\" rel=\"noopener noreferrer\">The impact of overtime and long work hours on occupational injuries and illnesses: new evidence from the United States<\/a>.&#8221; <em>Occup Environ Med<\/em>; 62(9): 588-597.<\/p>\n<p id=\"reference-8\"><sup>[8]<\/sup> Swaen GM, et al. (2004) &#8220;<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/15213513\" target=\"_blank\" rel=\"noopener noreferrer\">Psychosocial work characteristics as risk factors for being injured in an occupational accident<\/a>.&#8221; <em>J Occup Environ Med<\/em>; 46(6):521-7.<\/p>\n<p id=\"reference-9\"><sup>[9]<\/sup> Aronsson, G., et al. (2017). &#8220;<a href=\"https:\/\/www.researchgate.net\/publication\/315552406_A_systematic_review_including_meta-analysis_of_work_environment_and_burnout_symptoms\" target=\"_blank\" rel=\"noopener noreferrer\">A systematic review including meta-analysis of work environment and burnout symptoms<\/a>.&#8221; <em>BMC Public Health<\/em> 17: 264.<\/p>\n<p id=\"reference-10\"><sup>[10]<\/sup> Theorell, T. and G. Aronsson (2015). &#8220;<a href=\"https:\/\/www.researchgate.net\/publication\/281107179_A_systematic_review_including_meta-analysis_of_work_environment_and_depressive_symptoms\" target=\"_blank\" rel=\"noopener noreferrer\">A systematic review including meta-analysis of work environment and depressive symptoms<\/a>.&#8221; <em>BMC Public Health<\/em> 15: 738.<\/p>\n<p id=\"reference-11\"><sup>[11]<\/sup> Gilbert-Ouimet, M., et al. (2014). &#8220;<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/24108310\" target=\"_blank\" rel=\"noopener noreferrer\">Adverse effects of psychosocial work factors on blood pressure: systematic review of studies on demand-control-support and effort-reward imbalance models<\/a>.&#8221; <em>Scand J Work Environ Health<\/em> 40(2): 109-132.<\/p>\n<p id=\"reference-12\"><sup>[12]<\/sup> Landsbergis, P., et al. (2013). &#8220;<a href=\"https:\/\/www.researchgate.net\/publication\/234159710_Job_Strain_and_Ambulatory_Blood_Pressure_A_Meta-Analysis_and_Systematic_Review\" target=\"_blank\" rel=\"noopener noreferrer\">Job strain and ambulatory blood pressure: A meta-analysis and systematic review<\/a>.&#8221; <em>American Journal of Public Health<\/em> 103(3): e61-e71.<\/p>\n<p id=\"reference-13\"><sup>[13]<\/sup> Schnall, P. L., et al. (2016). &#8220;<a href=\"https:\/\/journals.sagepub.com\/doi\/abs\/10.1177\/0020731416664687\" target=\"_blank\" rel=\"noopener noreferrer\">Globalization, Work, and Cardiovascular Disease<\/a>.&#8221; <em>International Journal of Health Services<\/em> 46(4): 656-692.<\/p>\n<p id=\"reference-14\"><sup>[14]<\/sup> Theorell, T., et al. (2016). &#8220;<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pmc\/articles\/PMC4884330\/\" target=\"_blank\" rel=\"noopener noreferrer\">A systematic review of studies in the contributions of the work environment to ischaemic heart disease development<\/a>.&#8221; <em>The European Journal of Public Health<\/em> 26(3): 470-477.<\/p>\n<p id=\"reference-15\"><sup>[15]<\/sup> Theorell, T., et al. (2016). Jauregui and Schnall (2009). \u201cWork, Psychosocial Stressors and the Bottom Line.\u201d <a href=\"https:\/\/unhealthywork.org\/category\/unhealthywork\/\" target=\"_blank\" rel=\"noopener noreferrer\">Unhealthy Work: Causes, Consequences, Cures<\/a>. Amityville, NY, Baywood Publishing.<\/p>\n<\/div>\n<p><script>\ndocument.addEventListener('DOMContentLoaded', function() {\n    \/\/ Function to open the Divi accordion\n    function openDiviAccordion(content) {\n        const toggleTitle = content.previousElementSibling;\n        if (!content.classList.contains('et_pb_toggle_open')) {\n            toggleTitle.click();\n        }\n    }<\/p>\n<p>    \/\/ Attach click event to all reference links\n    document.querySelectorAll('a.ref-link').forEach(function(link) {\n        link.addEventListener('click', function(event) {\n            event.preventDefault();\n            const targetId = this.getAttribute('href').substring(1);\n            const targetElement = document.getElementById(targetId);<\/p>\n<p>            if (targetElement) {\n                const accordionContent = targetElement.closest('.et_pb_toggle_content');\n                if (accordionContent) {\n                    openDiviAccordion(accordionContent);\n                }\n                setTimeout(() => {\n                    targetElement.scrollIntoView({ behavior: 'smooth' });\n                }, 300); \/\/ Adjust timeout to ensure accordion is open\n            }\n        });\n    });\n});\n<\/script>[\/et_pb_toggle][et_pb_text _builder_version=&#8221;4.25.0&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div class=\"biz-ref\">\n<p style=\"font-weight: 400; margin-top: 50px;\">More research and resources can be found <a href=\"http:\/\/healthywork.org\/why\/healthy-work\/research\/\"><span style=\"font-weight: 400;\">here<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center; color: #133b54;\"><em><i>Please feel free to <\/i><a href=\"https:\/\/www.healthywork.org\/wp-content\/uploads\/2018\/12\/HWC-Website-Page-Content-Resources-Stats-Infographs-Business-Costs-PDF-download-v2-121018.pdf\">download<\/a><i><span style=\"font-weight: 400;\"> &amp; share this page.<\/span><\/i><\/em><\/p>\n<\/div>\n<p><!--<\/p>\n\n\n\n\n<div class=\"addtoany-center\">[addtoany]<\/div>\n\n\n\n\n<p>--><\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Business Case \u201cGood jobs.\u201d \u201cSustainability.\u201d \u201cHealthy work.\u201d They&#8217;re all ideas in a growing movement about the value of good quality jobs. It recognizes that employee safety, health and well-being are key components of sustainability. Healthy work encourages management strategies and organizational changes that improve the quality of work, and are good for business, workers and [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":225433,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"\u201cGood jobs,\u201d \u201csustainability,\u201d and \u201chealthy work\u201d are ideas in a growing movement that recognizes that there is value in offering good quality jobs; that employee safety, health and well-being are key components of sustainability; and that these ideas can be turned into management strategies or organizational changes that can improve the quality of work, and are good for business, workers and society.\r\n\r\nHowever, the rapidly changing nature of work, the changing employment relationship, and a fiercely competitive, global economy continue to pressure employers to utilize business models that are intended to maximize productivity and profitability, but that ultimately conflict with healthy work and \u201cgood jobs.\u201d Restructuring, downsizing, sub-contracting and lean production are common strategies used by many organizations in high-income, industrialized countries, including the U.S. These practices rely on increasing short-term efficiency and cutting labor costs, often resulting in understaffing, intensifying the pace of work, more temporary or insecure employment, and longer work hours.<sup>[1],[2]<\/sup>\r\n\r\nLong work hours turn out to be counterproductive; productivity declines as overtime hours increase.<sup>[3],[4] <\/sup>And other practices can result in \u201cpsychosocial work stressors\u201d (e.g., excessive demands, low control, work-family conflict), which are scientifically measurable occupational hazards that result in an increase in experienced stress and mental distress.<sup>[5]<\/sup> Work stressors are an indicator of \u201cunhealthy work\u201d and have a negative effect on employee engagement,<sup>[6]<\/sup> health, and well-being.\r\n\r\nA large body of research shows that employees chronically exposed to work stressors have an increased likelihood of injuries on the job,<sup>[7],[8]<\/sup> as well as developing mental health conditions such as anxiety and burnout,<sup>[9]<\/sup> and when persistent enough, can lead to conditions such as depression,<sup>[10]<\/sup> hypertension<sup>[11],[12]<\/sup> and cardiovascular disease.<sup>[13],[14]<\/sup> (See <a href=\"https:\/\/www.healthywork.org\/resources\/principles-of-healthy-work\/\">Principles of Healthy Work<\/a> and <a href=\"https:\/\/www.healthywork.org\/resources\/statistics-infographs\/stats-to-know\/\">Stats to Know<\/a> for more info.)\r\n\r\nUnhealthy work also has <strong>substantial impacts on the cost of doing business:<\/strong>\r\n\r\n<strong><em>The direct and indirect costs of work-related stress to companies<\/em><\/strong><em> (including increased healthcare premiums, and the added costs to employers from increased absenteeism\/sick leave, disability management, diminished productivity at work [presenteeism], and employee turnover) <strong>is estimated in the hundreds of billions.<\/strong><\/em> (Jauregui and Schnall. Work, Psychosocial Stressors and the Bottom Line. In: <em><u><a href=\"https:\/\/unhealthywork.org\/category\/unhealthywork\/\" target=\"_blank\" rel=\"noopener\">Unhealthy Work: Causes, Consequences, Cures<\/a><\/u><\/em>. Baywood, 2009)\r\n<ol>\r\n \t<li><strong>Significant increases in healthcare costs, <\/strong>since unhealthy work can make your workforce sick and more likely to experience health problems, which can be persistent, difficult to treat, and expensive.\r\n<p class=\"li-extra-indent\"><strong>Healthcare expenditures<\/strong> are nearly 50% greater for workers who report high levels of stress. (Goetzel et al. <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/9800168\" target=\"_blank\" rel=\"noopener\">J Occup Environ Med<\/a><\/u>,<\/em> 1998)<\/p>\r\n<p class=\"li-extra-indent\">Workplace stressors associated with how U.S. companies manage their workforces are<strong> conservatively<\/strong> estimated to incur healthcare costs in excess of $180 billion, approximately 5-8 percent of total annual healthcare costs. <a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=50305\">(<\/a>Goh, Pfeffer, Zenios, <em><u><a href=\"https:\/\/www.hbs.edu\/faculty\/Pages\/item.aspx?num=50305\" target=\"_blank\" rel=\"noopener\">Management Science<\/a><\/u>,<\/em> 2015<strong>)<\/strong><\/p>\r\n<\/li>\r\n \t<li><strong>Significant losses in productivity, <\/strong>due to sickness absenteeism, presenteeism, and turnover, as well as <strong>increased costs<\/strong> of disability programs including workers compensation insurance:\r\n<ul>\r\n \t<li style=\"margin-top: 25px;\"><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a>[tooltip text=\"The number of days employees reported not being able to do their work and usual activities due to illness.\"]Sick leave\/Absenteeism[\/tooltip]\r\n<p class=\"li-extra-indent\">Over half of the 550 million working days lost annually in the U.S. from absenteeism are stress related and one in five of all last minute no-shows are due to job stress. (European Agency for Safety and Health at Work (EU-OSHA), <u><a href=\"https:\/\/osha.europa.eu\/en\/publications\/literature_reviews\/calculating-the-cost-of-work-related-stress-and-psychosocial-risks\/view\" target=\"_blank\" rel=\"noopener\">Calculating the cost of work-related stress and psychosocial risks<\/a><\/u>, 2014)<\/p>\r\n<p class=\"li-extra-indent\">In the United Kingdom, in 2015\/16, over 11 million days are lost at work a year because of stress at work and 24 working days are lost per person. (UK Health and Safety Executive, <u><a href=\"http:\/\/www.hse.gov.uk\/pubns\/priced\/wrs-poster.pdf\" target=\"_blank\" rel=\"noopener\">Health and Safety at Work: Stress, anxiety and depression statistics<\/a><\/u>, 2015\/16)<\/p>\r\n<p class=\"li-extra-indent\">Stress accounts for about 40% of sickness absence, at an estimated average cost of \u00a3175 (U.S.$ 228) per employee\/year. (Hoel, H., Sparks, K. and Cooper, C.L., <u><a href=\"http:\/\/www.ilo.org\/safework\/info\/publications\/WCMS_108532\/lang--en\/index.htm\" target=\"_blank\" rel=\"noopener\">International Labour Organization (ILO)<\/a><\/u>, Geneva, 2001)<\/p>\r\n<\/li>\r\n \t<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a>[tooltip text=\"Employees report being at work but not performing to their usual capacity due to illness.\"]Presenteeism[\/tooltip]\r\n<p class=\"li-extra-indent\">Presenteeism accounts for approximately 58% (32% is due to absenteeism) of the overall cost to British employers of stress, anxiety and depression. Therefore, presenteeism costs a company with 10 employees an estimated \u00a36 050 per year. (Sainsbury Centre for Mental Health, <u><a href=\"https:\/\/www.centreformentalhealth.org.uk\/Handlers\/Download.ashx?IDMF=4c278a50-8bd6-4aff-9cf3-7667c0770288\" target=\"_blank\" rel=\"noopener\">Mental health at work: developing a business case policy paper<\/a><\/u>, 2007)<\/p>\r\n<p class=\"li-extra-indent\">With higher levels of reported job stress (including understaffing because of absences\/vacancies, having \u2018\u2018too many\u2019\u2019 clients, time pressure, and \u201ctoo much work\u2019\u2019), sickness presenteeism occurred more often than sickness absence among elder care workers. (Elstad, <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/18635730\" target=\"_blank\" rel=\"noopener\">Scan J Pub Health<\/a><\/u><\/em>, 2008)<\/p>\r\n<\/li>\r\n \t<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a>[tooltip text=\"The inability to work or engage in one's accustomed role because of a medically definable impairment, results in costs to employers of disability benefits programs or disability management, the loss of productivity due to disability or replacing workers on disability leave.\"]Disability[\/tooltip]\r\n<p class=\"li-extra-indent\">In a study of over 40,000 employees followed over time, the combination of job strain and ERI was associated with doubling the risk of disability due to depression. (Juvani et al, <em><u><a href=\"https:\/\/www.sjweh.fi\/show_abstract.php?abstract_id=3736&fullText=1\" target=\"_blank\" rel=\"noopener\">SJWEH<\/a><\/u><\/em>, 2018)<\/p>\r\n<p class=\"li-extra-indent\">A higher job strain score was associated with a 1.3-2.4 times higher risk of disability pension due to musculoskeletal disorders four and half years later. (Mantyniemi et al, <em><u><a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/22573793\" target=\"_blank\" rel=\"noopener\">Occup Environ Med<\/a><\/u><\/em>, 2012)<\/p>\r\n<\/li>\r\n \t<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a>[tooltip text=\"Cost of private or state insurance that provide wage replacement and medical benefits to employees experiencing a work-related injury or work-related illness (such as a heart attack) while on the job; cost of replacing workers injured on the job.\"]Workers Compensation[\/tooltip]\r\n<p class=\"li-extra-indent\">Among employees who state that they \u2018always work under pressure\u2019, the accident rate is about five times higher than that of employees who are \u2018never\u2019 subject to pressurised work. (European Foundation for the Improvement of Living and Working Conditions, <u><a href=\"http:\/\/www.eurofound.europa.eu\/ewco\/reports\/TN0502TR01\/TN0502TR01.pdf\" target=\"_blank\" rel=\"noopener\">Work-related stress<\/a><\/u>, 2007)<\/p>\r\n<p class=\"li-extra-indent\">High psychological demands, emotional demands, and conflicts with supervisors and coworkers increased the risk of being injured in an occupational accident even taking into account demographics, fatigue, shift work and type of work environment. (<a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/15213513\" target=\"_blank\" rel=\"noopener\"><u>Swaen et al, <em>J Occup Environ Med<\/em><\/u><\/a>, 2004)<\/p>\r\n<\/li>\r\n \t<li><a id=\"sick-leave-tooltip\" class=\"hover-tooltip\"><\/a>[tooltip text=\"The cost of replacing an employee who is terminated or voluntarily leaves and includes recruitment, hiring, and training costs.\"]Staff Turnover[\/tooltip]\r\n<p class=\"li-extra-indent\">National studies show that about a fifth of staff turnover can be related to stress at work. (CIPD Recruitment, retention and turnover, 2008 in <a href=\"https:\/\/osha.europa.eu\/en\/publications\/literature_reviews\/calculating-the-cost-of-work-related-stress-and-psychosocial-risks\/view\" target=\"_blank\" rel=\"noopener\">European Agency for Safety and Health at Work (EU-OSHA), <u>Calculating the cost of work-related stress and psychosocial risks<\/u><\/a>, 2014)<\/p>\r\n<p class=\"li-extra-indent\">The cost of voluntary white-collar turnover is estimated to be at least a year\u2019s compensation for the position. (Ramlall, <em><u><a href=\"https:\/\/issuu.com\/sunilramlall\/docs\/review_of_employee_motivation_theor\" target=\"_blank\" rel=\"noopener\">S. Journal of the American Academy of Business<\/a><\/u><\/em>, 2004)<\/p>\r\n<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ol>\r\n<p style=\"margin-top: -40px;\">Taken all together, these various costs from work stressors are a significant economic burden for organizations and can be barriers to creating greater innovation, engagement, and ultimately healthy and sustainable organizations.<\/p>\r\nThere are also the human costs of work stress to families, children and communities to be considered, as well as the societal effects of increased disability, morbidity and mortality.\r\n\r\nAttention to #healthywork is an imperative for those organizations committed to sustainability and providing good jobs to a motivated and engaged workforce. Fortunately there are many resources and tools available to help guide your organization or business.\r\n<ul>\r\n \t<li>Check out the <a href=\"https:\/\/www.healthywork.org\/for-organizations\/healthy-work-survey-organizations\/\">Healthy Work Survey - for Organizations<\/a> to identify work stressors in your workplace.<\/li>\r\n \t<li>Check out <a href=\"https:\/\/www.healthywork.org\/for-organizations\/healthy-work-tools-for-organizations\/\">Healthy Work Tools - for Organizations<\/a> to find resources, guidance, and examples of ways to reduce work stressors and improve health and well-being.<\/li>\r\n<\/ul>\r\n\u00a0\r\n<h5>References<\/h5>\r\n<sup>[1]<\/sup> Landsbergis, P. A., et al. (1999). \"The impact of lean production and related new systems of work organization on worker health.\" <em>Journal of Occupational Health Psychology<\/em> 4(2): 108-130.\r\n\r\n<sup>[2]<\/sup> Virtanen, M., et al. (2005). \"Temporary employment and health: a review.\" <em>Int J Epidemiol<\/em> 34(3): 610-622.\r\n\r\n<sup>[3]<\/sup> Caruso, C. C. (2006). \"Possible broad impacts of long work hours.\" <em>Ind Health<\/em> 44(4): 531-536.\r\n\r\n<sup>[4]<\/sup> Pencavel, J. (2015). \"The Productivity of Working Hours.\" <em>The Economic Journal<\/em> 125(589).\r\n\r\n<sup>[5]<\/sup> Schnall, P., et al. (2009). <em>Unhealthy Work: Causes, Consequences and Cures<\/em>. Amityville, NY, Baywood Publishing.\r\n\r\n<sup>[6]<\/sup> Schaufeli and Bakker. (2004) Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. <em>J Organiz Behav<\/em> 25; 293-315.\r\n\r\n<sup>[7]<\/sup> Dembe AE, et al. (2005) The impact of overtime and long work hours on occupational injuries and illnesses: new evidence from the United States. <em>Occup Environ Med<\/em>. ; 62(9): 588-597.\r\n\r\n<sup>[8] <\/sup>Swaen GM, et al. (2004) <a href=\"https:\/\/www.ncbi.nlm.nih.gov\/pubmed\/15213513\" target=\"_blank\" rel=\"noopener\">Psychosocial work characteristics as risk factors for being injured in an occupational accident. <\/a><em>J Occup Environ Med<\/em>;46(6):521-7.\r\n\r\n<sup>[9] <\/sup>Aronsson, G., et al. (2017). \"A systematic review including meta-analysis of work environment and burnout symptoms.\" <em>BMC Public Health<\/em> 17: 264.\r\n\r\n<sup>[10] <\/sup>Theorell, T. and G. Aronsson (2015). \"A systematic review including meta-analysis of work environment and depressive symptoms.\" <em>BMC Public Health<\/em> 15: 738.\r\n\r\n<sup>[11] <\/sup>Gilbert-Ouimet, M., et al. (2014). \"Adverse effects of psychosocial work factors on blood pressure: systematic review of studies on demand-control-support and effort-reward imbalance models.\" <em>Scand J Work Environ Health<\/em> 40(2): 109-132.\r\n\r\n<sup>[12] <\/sup>Landsbergis, P., et al. (2013). \"Job strain and ambulatory blood pressure: A meta-analysis and systematic review.\" <em>American Journal of Public Health<\/em> 103(3): e61-e71.\r\n\r\n<sup>[13]<\/sup> Schnall, P. L., et al. (2016). \"Globalization, Work, and Cardiovascular Disease.\" <em>International Journal of Health Services<\/em> 46(4): 656-692.\r\n\r\n<sup>[14]<\/sup> Theorell, T., et al. (2016). \"A systematic review of studies in the contributions of the work environment to ischaemic heart disease development.\" <em>The European Journal of Public Health<\/em> 26(3): 470-477.\r\n\r\nMore research and resources can be found <a href=\"https:\/\/www.healthywork.org\/resources\/research\/\">here<\/a>.\r\n\r\n\u00a0\r\n<p style=\"text-align: center;\"><em>Please feel free to download & share this page.<\/em><\/p>\r\n<div class=\"addtoany-center\">[addtoany]<\/div>","_et_gb_content_width":"","footnotes":""},"class_list":["post-217345","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/pages\/217345","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/comments?post=217345"}],"version-history":[{"count":137,"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/pages\/217345\/revisions"}],"predecessor-version":[{"id":228102,"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/pages\/217345\/revisions\/228102"}],"up":[{"embeddable":true,"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/pages\/225433"}],"wp:attachment":[{"href":"https:\/\/www.healthywork.org\/es\/wp-json\/wp\/v2\/media?parent=217345"}],"curies":[{"name":"palabra clave","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}