1. 18-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

2. Chapter 18 Maintaining Workplace Health

3. 18-3 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Defining Personal Problems McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  From time to time, troubling personal situations arise for everyone. How you decide to handle them can affect your work, your coworkers, and your prospects for career advancement in the future.

4. 18-4 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Employee Assistance Programs (EAPs) McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Employee Assistance Programs (EAPs) have been around since the 1940s, when large companies (together with Alcoholics Anonymous) first started them as alcoholism treatment programs. continued

5. 18-5 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Employee Assistance Programs (EAPs) continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  In order for EAPs to work, supervisors must be able and willing to observe employees and watch for problems.  They must be willing to approach employees who appear to be having problems, refer these employees to the EAP, and follow through.

6. 18-6 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Cost of EAPs McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  How much does an EAP actually cost a company?  It varies, depending on what type of assistance program is used and what benefits it includes.  The average is about $12-$28 per employee per year.

7. 18-7 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse: Alcohol and Drugs McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Abuse of alcohol and other drugs together cost the American economy $276 billion per year in lost workdays and lowered productivity.  Health care costs also add to this amount.  Add in related costs to social welfare, and this amount rises even more. continued

8. 18-8 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse: Alcohol and Drugs continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Since at least 80% of heavy drinkers work, and 76% of people who abuse illegal drugs work part- or full-time, no business can consider itself immune to the problems of employee substance abuse.

9. 18-9 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Alcohol Abuse McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Who is likely to be an alcoholic? continued Any age Any race Any ethnic group Found in all occupationalgroups Any gender

10. 18-10 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Recognizing Alcohol Abuse in the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Physical signs:  Slurred speech  Bloodshot eyes  Smell of alcohol on the breath  Unsteady walking continued

11. 18-11 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Recognizing Alcohol Abuse in the Workplace continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Behavioral signs:  Missing work  Arriving late or leaving early  Taking frequent long lunch hours or breaks  Irritability or other personality changes  Avoiding supervisors and coworkers  Conflicts with coworkers continued

12. 18-12 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Recognizing Alcohol Abuse in the Workplace continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. More behavioral signs:  Blaming others for mistakes at work.  Resenting supervisors and feeling picked on.  Lowered job performance or efficiency.  Financial problems or having wages withheld because of legal action. continued

13. 18-13 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Recognizing Alcohol Abuse in the Workplace continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. An employee may also exhibit:  Chemically caused memory loss or blackouts  Psychologically caused memory loss or repression of memories that may cause embarrassment or guilt.

14. 18-14 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Handling Alcohol Abuse in the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  One of the most common characteristics of alcohol abuse is denial.  Denial is a response involving failure to confront the problem.  A company policy should be in place, including the use of EAPs.  Supervisors should not try to counsel or advise employees themselves.

15. 18-15 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Employee Drug Abuse and Dependency McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Substance abuse is the continued use of a psychoactive substance even though it is causing or increasing problems at work, at school, or in one’s social life, physical health, or psychological health.

16. 18-16 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse Terminology McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Dependence : the state of relying on or needing a substance  Withdrawal symptoms : physical symptoms that strike when a drug is not used.  Tolerance : the state of needing more and more of a substance to get the desired effect. continued

17. 18-17 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse Terminology continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Physiological dependence : based upon increased tolerance and the presence of withdrawal symptoms when the drug is not used.  Psychological dependence or preoccupation : when a person craves the effects of a drug and organizes his or her life around getting and using the drug. continued

18. 18-18 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse Terminology continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Psychoactive drug : any substance that affects a person’s judgment, behavior, mental processes, mood, conscious experience, or perceptions.

19. 18-19 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Types of Drugs McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Depressants Hallucinogens Narcotics Designer Drugs Stimulants

20. 18-20 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Effects of Substance Abuse in the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Substance abuse is a very expensive employee problem that costs as much as $200 billion each year.  These costs are mainly from lost productivity and health care expenses.

21. 18-21 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Responses to Substance Abuse McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Employee drug testing  The Drug-Free Work Place Act of 1988

22. 18-22 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse Management Policies McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Company policies should include these steps: 1. Companies must determine their stand on substance abuse by including input from human resources representative, as well as medical, security, safety, and legal staff. 2. Once the policy is developed, it must be clearly communicated to the entire staff. continued

23. 18-23 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Substance Abuse Management Policies continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. 3. Supervisors must be trained to recognize symptoms of substance abuse and understand how it impairs performance at work. 4. Employees (and their families, when possible) should receive drug awareness education. 5. The policy should include a counseling and referral component that allows employees to seek help confidentially before being referred by management.

24. 18-24 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Marital, Family, and Other Personal Problems McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Employees often bring family difficulties to work:  marital conflicts  separation or divorce  difficulties with child care or elder care.  some other family-related issue

25. 18-25 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Warning Signs of Personal Problems McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Excessive tardiness or absenteeism  Unusual behavior such as crying or losing one’s temper  A decline in the quality of work or work performance  Trouble concentrating  A decline or change in appearance.

26. 18-26 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Family Violence McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Family violence, which can be defined as physical, emotional, verbal, or sexual violence against another family member, is another problem that spills over into the workplace.  Employees suffering from family violence may also have conflicts with coworkers, and may become so preoccupied with their problems that productivity suffers.

27. 18-27 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Financial Problems McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Employees who are under severe financial pressure may experience difficulties, such as lowered productivity and increased stress levels.

28. 18-28 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Compulsive Gamblers McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Some employees may be addicted not to a substance, but to the need or desire to make money.  Because of this, these employees may become compulsive gamblers.

29. 18-29 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. The Cost of Gambling McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  In Wisconsin alone, the annual costs of compulsive gambling are more than $300 million and $1.5 billion in Maryland. These include reduced income statewide due to:  Lost productivity  Lost jobs  Divorce  Bailout costs to  Criminal acts family and friends  Suicide  Bankruptcy

30. 18-30 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Medical Disorders That Affect Mental Health McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Some medical disorders can affect behavior, physical appearance, and mental health.  Medical disorders in the brain can lead to:  Absenteeism  Depression  Fatigue at work  Hyperactivity  Low work performance  Other symptoms  Inability to pay attention continued

31. 18-31 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Medical Disorders That Affect Mental Health continued McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Major depression, or clinical depression, causes employee absenteeism and poor work performance.  Anxiety disorders are the most common type of mental health problem, affecting more than 23 million Americans each year.

32. 18-32 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. AIDS and HIV in the Workplace McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.  Managers must be prepared to accommodate HIV/AIDS-infected employees so that they can remain at work and be productive as long as possible.  They must also create an atmosphere of acceptance among other employees and coworkers, providing information to reduce their possible fears.

33. 18-33 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 18.1: Looking for Warning Signs 1. Difficulty in recalling and following instructions 2. Frequent tardiness or absence from work 3. Frequent disappearance from their job location 4. Taking too many cigarette or restroom breaks continued

34. 18-34 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 18.1: Looking for Warning Signs continued 5. Taking extended lunch and work breaks 6. Difficulty getting along with coworkers 7. Increased mistakes on the job 8. Repeated accidents off the job that affect job performance 9. Dramatic changes of personality or work performance during the day, especially after taking a break

35. 18-35 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 18.2: Know When to Intervene 1. Carefully observe the employee’s current behavior to understand how the job performance has changed. Document these changes. 2. Provide an opportunity for all employees to talk about problems in a non- threatening way, to open the door to communication. continued

36. 18-36 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 18.2: Know When to Intervene continued 3. Create an atmosphere of trust and concern for the employee by listening carefully and with empathy. 4. Encourage the employee to take some action, such as getting counseling. 5. Guide the employee toward developing a plan of action to reduce the effects of the problem at work. continued

37. 18-37 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Strategy for Success 18.2: Know When to Intervene continued 6. Follow up to provide ongoing support. 7. Keep in mind that problems may take a long time to resolve. A willingness to listen and help the employee remain committed is crucial. continued

38. Chapter 18 End of Chapter 18