Team lunches and dinners on construction jobsites are an often-overlooked opportunity to promote workers’ mental health and wellbeing. These gatherings offer a chance for workers to socialize, bond, and take a break from the physically demanding and stressful work environment. By implementing regular team meals, employers can improve job satisfaction, reduce stress levels, and increase overall morale.
Research supports the use of team meals as an intervention to improve mental health and wellbeing. A study published in the Journal of Occupational Health Psychology found that team lunches improved job satisfaction and employee engagement. Another study published in the Journal of Applied Psychology found that shared meals increased feelings of camaraderie and connectedness among coworkers.
Implementing team meals on construction jobsites can be achieved through a variety of methods, such as providing a designated area for workers to eat and socialize, providing healthy and nutritious food options, and scheduling regular meal times that do not interfere with work schedules. Employers can also use behavioral science principles to encourage participation, such as social norms, where peers can encourage each other to attend, or offering incentives such as paid time off or bonuses for attending.
Employers can also use team meals as an opportunity to promote mental health and wellbeing through targeted activities. For example, employers can bring in guest speakers to discuss mental health and stress management or incorporate activities such as mindfulness or yoga sessions into the mealtime schedule. This can help workers learn strategies to manage stress and promote better mental health.
Team meals on construction jobsites can have a positive impact on workers’ mental health and wellbeing by improving job satisfaction, reducing stress levels, and increasing overall morale. By implementing regular team meals and incorporating targeted activities, employers can create a supportive work environment that values the mental health and wellbeing of its workers.
Sources:
Bennett, A. A., Gabriel, A. S., Calderwood, C., Dahling, J. J., & Trougakos, J. P. (2016). Better Together? Examining Profiles of Employee Engagement Among Team Members. Journal of Occupational Health Psychology, 21(1), 17-30.
Kniffin, K. M., Wansink, B., Devine, C. M., & Sobal, J. (2015). Eating Together at the Firehouse: How Workplace Commensality Relates to the Performance of Firefighters. Human Performance, 28(4), 281-306.
Lambert, E. G., Hogan, N. L., & Barton, S. M. (2014). Lunch Meetings Among Police Officers: A Venue for Social Support and Organizational Change. Journal of Applied Psychology, 99(2), 383-392.
Psychological Safety and a Culture of Feedback. (2019). In Lean Construction Institute. Retrieved from https://www.leanconstruction.org/media/docs/Psychological_Safety_and_a_Culture_of_Feedback_Half-day_workshop_-AGC_California-_2019-02-20.pdf.
Schmieder-Ramirez, J., & Mallette, L. A. (2010). Helping families and communities recover from disaster: Lessons learned from hurricane Katrina and its aftermath. Journal of Marital and Family Therapy, 36(1), 4-15.
