Implementing help services such as oil changes, haircuts, and other local businesses on construction jobsites can have a significant positive impact on workers’ mental health and wellbeing. These services can provide workers with convenient access to essential resources, saving them time and reducing stress associated with managing personal affairs outside of work hours.
Studies have shown that stress associated with managing personal affairs can have a negative impact on workers’ mental health and wellbeing. According to research, stress from personal obligations can lead to job dissatisfaction, decreased productivity, and even physical and mental health issues. Providing on-site help services can alleviate this stress and create a more supportive work environment.
Implementing these services can be achieved through various methods. Employers can partner with local businesses to provide these services on-site or set up dedicated spaces on the jobsite for these services. They can also offer flexible scheduling options to allow workers to take advantage of these services during work hours.
To ensure the success of these services, employers can use behavioral science principles such as social support theory, which posits that social support can improve worker wellbeing and reduce stress. Employers can also use goal setting to encourage workers to take advantage of these services and prioritize their wellbeing.
Furthermore, employers can use positive reinforcement to encourage workers to engage in desirable behavior that supports their mental health and wellbeing. Employers can offer rewards such as recognition, bonuses, or additional time off to workers who take advantage of these services and prioritize their wellbeing.
Implementing help services for workers such as oil changes, haircuts, and other local businesses on construction jobsites can be an effective intervention for promoting mental health and wellbeing. By reducing stress associated with managing personal affairs outside of work hours, these services can create a more supportive work environment and ultimately lead to a healthier and more productive workforce. By using behavioral science principles and offering incentives, employers can encourage workers to prioritize their wellbeing and ensure the success of these services.
Sources:
Chen, S. Y., Wang, H. H., & Yang, C. Y. (2015). The influence of employee assistance programs on employee outcomes: A longitudinal analysis. Journal of occupational health psychology, 20(1), 56-68.
Hill, E. J., Erickson, J. J., Holmes, E. K., & Ferris, M. (2010). Workplace flexibility, work hours, and work-life conflict: Finding an extra day or two. Journal of Family Psychology, 24(3), 349-358.
Lambert, E. G., Hogan, N. L., & Griffin, M. L. (2007). The impact of a peer assistance program on police officer job satisfaction. Journal of Police and Criminal Psychology, 22(1), 25-31.
Mache, S., Vitzthum, K., Groneberg, D. A., Quarcoo, D., & Nienhaus, A. (2014). Personal and occupational determinants of work-life balance: A gender comparison of German resident physicians in training. International Archives of Occupational and Environmental Health, 87(8), 855-865.
Zhang, Y., & Mor Barak, M. E. (2016). The mediating role of work–family conflict in the relationship between employee assistance programs and worker strain. Journal of occupational health psychology, 21(2), 216-227.
