This study examined the associations between occupational groups; work-organization conditions based on task design; demands, social relations, and gratifications; and weekly high-risk alcohol consumption among Canadian workers. A secondary data analysis was performed on Cycle 2.1 of the Canadian Community Health Survey conducted by Statistics Canada in 2003. The sample consisted of 76,136 employees 15 years of age and older nested in 2,451 neighbourhoods. High-risk alcohol consumption is defined in accordance with Canadian guidelines for weekly low-risk alcohol consumption. The prevalence of weekly high-risk alcohol consumption is estimated to be 8.1% among workers. The results obtained using multilevel logistic regression analysis suggest that increased work hours and job insecurity are associated with elevated odds of high-risk alcohol consumption. Gender female, older age, being in couple and living with children associated with lower odds of high-risk drinking, while increased education, smoking, physical activities, and, and economic status were associated with higher odds. High-risk drinking varied between neighbourhoods, and gender moderates the contribution of physical demands. The results suggest that work made a limited contribution and non-work factors a greater contribution to weekly high-risk alcohol consumption. Limits and implications of these results are discussed.

PurposeIt is of great importance for organizations to identify what can influence employees’ well-being. The theoretical model that the authors propose combines psychological and social determinants of stress at work. The purpose of this paper is to evaluate the contribution of work organization conditions, personality traits and their interaction to well-being in a sample of Canadian workers and companies.Design/methodology/approachMultilevel regression analyses were performed on a sample of 1,957 workers employed in 63 Quebec firms. Work organization conditions included (skill utilization, decision authority, psychological demands, physical demands, job insecurity, irregular schedule, number of working hours, social support from colleagues and supervisors, job promotion, and recognition) and personality traits included (self-esteem, locus of control and Big Five).FindingsWork organization conditions (psychological demands, number of hours worked and job insecurity) and personality (self-esteem, locus of control, extraversion, neuroticism and conscientiousness) were significantly associated with well-being. The results of the analysis show that none of the personality traits included in this study interacts with work organization conditions to explain workers’ level of well-being.Originality/valueThis study provides support for the implementation of human resource management (HRM) practices in order to diminish the presence of stressful working conditions as well as for the eventual development of training programs designed to raise personality traits.

BackgroundWork-related musculoskeletal disorders (WMSD) represent a major public health problem and economic burden to employers, workers and health insurance systems. This systematic review had two objectives: (1) to analyze the cost-benefit results of organizational-level ergonomic workplace-based interventions aimed at preventing WMSD, (2) to explore factors related to the implementation process of these interventions (obstacles and facilitating factors) in order to identify whether economic results may be due to a successful or unsuccessful implementation.MethodsSystematic review. Studies were searched in eight electronic databases and in reference lists of included studies. Companion papers were identified through backward and forward citation tracking. A quality assessment tool was developed following guidelines available in the literature. An integration of quantitative economic results and qualitative implementation data was conducted following an explanatory sequential design.ResultsOut of 189 records, nine studies met selection criteria and were included in our review. Out of nine included studies, grouped into four types of interventions, seven yielded positive economic results, one produced a negative result and one mixed results (negative cost-effectiveness and positive net benefit). However, the level of evidence was limited for the four types of interventions given the quality and the limited number of studies identified. Our review shows that among the nine included studies, negative and mixed economic results were observed when the dose delivered and received by participants was low, when the support from top and/or middle management was limited either due to limited participation of supervisors in training sessions or a lack of financial resources and when adequacy of intervention to workers’ needs was low. In studies where economic results were positive, implementation data showed strong support from supervisors and a high rate of employee participation.ConclusionStudies investigating the determinants of financial outcomes of prevention related to implementation process are very seldom. We recommend that in future research economic evaluation should include information on the implementation process in order to permit the interpretation of economic results and enhance the generalizability of results. This is also necessary for knowledge transfer and utilization of research results for prevention-oriented decision-making in occupational health and safety.Electronic supplementary materialThe online version of this article (10.1186/s12889-017-4935-y) contains supplementary material, which is available to authorized users.

Purpose To examine the effects from work-organization conditions, abusive leadership, and their interaction on Quebec healthcare system workers’ psychological well-being and intention to quit during the COVID-19 pandemic. Methods Mediation and moderated mediation analyses were performed using MPlus software on a sample of 921 Quebec healthcare system workers. Results Skill utilization, decision authority, social support from co-workers and supervisors, and recognition were associated directly and positively with psychological well-being, while psychological and physical demands were associated directly and negatively with psychological well-being. Skill utilization, irregular work schedule, and recognition were associated directly and negatively with intention to quit, while psychological demands were associated directly and positively with intention to quit. Moreover, the results demonstrated that abusive leadership attenuated the effects from recognition and decision authority on psychological well-being (moderation effects), contributing to greater intention to quit among workers (moderated mediation effects). Conclusions The obtained results underline the importance of work-organization conditions and leadership style on healthcare system workers’ psychological health and their intention to quit their jobs during a pandemic. In particular, and given their key role, leaders/managers must be sensitized concerning leadership style and its possible effects on their employees’ psychological well-being and intention to quit. Therefore, training programs should be offered to leaders/managers to prevent adoption of abusive leadership styles. Supplementary Information The online version contains supplementary material available at 10.1007/s00420-021-01790-z.

Purpose The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes explaining that association. It is posited that the alignment between what is said (espoused PSC) and what is done (enacted PSC via managerial quality) is important for successful organizational interventions. Managers’ own psychosocial work factors act as resources to facilitate the enactment of managerial quality. Design/methodology/approach Two waves of survey were administered over a three-month period (n at Time 1=144, n at Time 2=166, overall n=115) in a study of four organizations involved in implementing the Quebec Healthy Enterprise Standard (QHES). A cross-lagged panel analysis was used to determine the temporal direction of the PSC–managerial quality relationship. A longitudinal mediation model of PSC as a determinant of managerial quality was tested using job demands, job control, social support and quality of relationships with subordinates as mediators. Findings The cross-lagged panel analysis showed that PSC is temporally prior to managerial quality in that the relationship between PSC at T1 and managerial quality at T2 was stronger than the relationship between managerial quality at T1 and PSC at T2. A two-wave mediation analysis showed that PSC was positively associated with managerial quality, and that job control partially mediated this relationship. Contrary to expectations, managers’ workload, their social support and the quality of their relationships with subordinates did not mediate the PSC–managerial quality relationship. Research limitations/implications Despite the small sample size and short timeframe of this study, it contributes to knowledge on the resources facilitating managerial quality, which is important for employees’ psychological health. Little is known regarding the mediating processes that explain how managers’ own context and psychosocial work factors affect their management practices during organizational health interventions. Practical implications From a practical view point, this study contributes to the literature showing that managers need to be supported during the implementation of health interventions, and need the leeway to pursue the organization’s prevention objectives. Originality/value Whereas previous studies have focused on describing the impact of leadership behaviors on employee health outcomes, the study offers insights into the resources that help managers translate PSC into action in the implementation of a national standard, the QHES.