Effective communication is an essential aspect of any construction project, and it becomes even more critical when it comes to worker mental health and well-being. One simple yet effective communication strategy that can have a positive impact on worker mental health is explaining the purpose or mission of the project to workers on construction jobsites. When workers understand the larger purpose of their work, they feel a greater sense of connection to their work and are more likely to experience job satisfaction and overall well-being.
Studies have shown that having a sense of purpose and meaning in one’s work is essential for mental health and well-being. According to research, people who feel that their work has a higher purpose are less likely to experience stress and burnout and more likely to experience job satisfaction and overall well-being. By explaining the purpose or mission of the project to workers on construction jobsites, employers can create a sense of meaning and connection that can have a positive impact on worker mental health and well-being.
Implementing this communication strategy can be achieved through various methods. Employers can hold regular meetings or briefings to discuss the purpose or mission of the project and how each worker’s contribution fits into the bigger picture. They can also use behavioral science principles such as social identity theory to encourage worker participation. For instance, by framing the project as a collective effort that aligns with shared values and goals, workers are more likely to feel a sense of purpose and connection.
Employers can also provide resources such as employee assistance programs (EAPs) to workers who may need additional support. EAPs can provide counseling services, referrals to mental health professionals, and other resources to help workers manage stress and improve their mental health.
Explaining the purpose or mission of the project to workers on construction jobsites can be an effective intervention for promoting mental health and well-being. By creating a sense of meaning and connection, workers are more likely to experience job satisfaction and overall well-being. By implementing this communication strategy and using behavioral science principles, employers can create a workplace that values mental health and well-being, which benefits both workers and the company as a whole.
Sources:
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. doi:10.1037/0021-9010.87.2.268
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724. doi:10.2307/256287
Parks, L., & Guay, R. P. (2009). Personality, values, and motivation. Personality and Individual Differences, 47(6), 675–684. doi:10.1016/j.paid.2009.05.020
Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The work and meaning inventory (WAMI). Journal of Career Assessment, 20(3), 322–337. doi:10.1177/1069072711436160
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. doi:10.5465/amr.2001.4378011
