Impact of Workplace Conflicts on Self-Reported Medically Certified Sickness Absence in Latvia

Psychosocial hazards and work-life balance: the role of workplace conflict, rivalry, and harassment in Latvia

Background

Even though the link between the psychosocial work environment and work-life balance (WLB) has been thoroughly researched, there is limited evidence evaluating the impact of workplace violence, sexual harassment, conflicts, and rivalry on WLB.

Methods

A cross-sectional study was conducted among 2,471 respondents in Latvia from December 20, 2021, to July 14, 2022. WLB was measured through a survey question assessing the frequency of work-life imbalance, with responses categorized into dichotomous variables. The study evaluated the association between the selected workplace psychosocial hazards (conflicts, rivalry, psychological abuse, physical abuse, and sexual harassment), work characteristics, socio-demographic factors, and WLB by using binomial logistic regression.

Results

Our study reveals a significant lack of WLB among Latvian employees. A striking one-third of the respondents (30.9%, n = 762) reported experiencing this imbalance. The odds of WLB decrease with age, with the youngest age group having twice the odds compared to the oldest age group. Lower education levels and lower income groups also show significantly lower odds of WLB. Notably, those who have experienced selected workplace psychosocial hazards, such as sexual harassment or psychological abuse, have five- and three-times higher odds of work-life imbalance (aOR = 4.90 with 95% CI 2.06-11.67 and aOR = 3.47 with 95% CI 2.75-4.35, respectively). All types of conflicts at work significantly increase the odds of a lack of WLB. Our findings also indicate that WLB varies depending on various work characteristics, such as job position, work sector, company size, length of service, and remote or on-site work.

Conclusion

Our study highlights the importance of addressing WLB in the context of workplace conflicts, rivalry, violence, and harassment. It provides indirect evidence favoring leadership quality and manager training instead of employee training in diminishing psychosocial hazards. Practical implications include prioritizing leadership development programs focusing on conflict resolution and fostering a supportive organizational culture to improve employee WLB.

Tough Times Require Tough People: The Benefits of Grit for Reducing Employee Burnout

Organizations are facing a serious challenge with employee burnout, which leads to a loss of productivity and employee morale. Despite its importance, there is still a knowledge gap in understanding one of the key features of employee burnout, namely, the personal characteristics of employees. This research aims to determine if grit can alleviate employee burnout in organizations. The study conducted a survey of employees in service companies, and results showed that employee grit was negatively associated with burnout. Moreover, the study revealed that grit does not equally affect all three dimensions of burnout, with emotional exhaustion and depersonalization being the most affected by employee grit. Increasing employee grit is therefore a promising strategy for companies that want to mitigate the risk of employee burnout.

Modeling Conflicts at Work: The Case of Elementary School Employees in Croatia

This paper aims to explore conflict as a process that includes antecedents, management strategy, and outcomes while examining the role of affective states in an elementary school working environment. After a theoretical overview and systematization of the conflict elements, a questionnaire was developed that satisfies internal reliability and construct validity. Conflicts at the workplace were modeled with Bayesian SEM, and the results point out the prominent role of affective states in conflicts. Findings confirmed that (1) affective states affect the conflict management strategy choice; (2) different conflict management strategies lead to different conflict consequences; and (3) different affective states lead to differently perceived conflict consequences/outcomes. In addition, we conclude that conflicts with dominantly positive and negative affective states behave structurally differently. The revealed role of affective states facilitates future intervention possibilities in education about conflict management strategies and control of emotions and affective states. Raising awareness about affective states’ role in the conflict might increase mutual un-understanding and contribute to a healthy school social environment as a safe space for learning, sharing ideas, and joint actions toward a common goal.

Sickness Presenteeism among Employees Having Workplace Conflicts-Results from Pooled Analyses in Latvia

The study's objective was to investigate the associations between workplace conflicts and self-reported sickness presenteeism defined as going to work while being ill. Cross-sectional survey data pooled from four national surveys in years 2006, 2010, 2013 and 2018 with a study sample of 6368 employees (mean age 42.9 years and 52.9% females) were used. Respondents were randomly drawn from different regions and industries; therefore, the sample is representative of the working population of Latvia. The computer-assisted personal interviewing (CAPI) method was used to collect data at respondents' places of residence. The associations between conflicts in the workplace and presenteeism were analyzed by using binomial logistic regression and calculated as odds ratios (ORs) with 95% confidence intervals (CIs) adjusted (aOR) for gender, age, education, and survey year. On average, 11% of respondents reported sickness presenteeism during the last year. The odds of presenteeism significantly increased for all types of workplace conflicts, but most for conflicts with managers (OR = 2.84). The odds of presenteeism doubled for those reporting conflicts with other employees (OR = 2.19) and conflicts with customers (OR = 1.85). The odds of sickness presenteeism were significantly higher if the workplace conflicts occurred often (seven times for conflicts between managers and employees, and four times for conflicts with customers) and with other employees. Presenteeism frequency increased more than three times if respondents had more than two types of conflict at work. The results of this study show that having any type of conflict in the workplace significantly increases the frequency of sickness presenteeism, especially when conflicts are frequent or an employee has more types of conflicts in the workplace. The study results justify the need to implement targeted and effective workplace conflict management measures at the organizational level to decrease sickness presenteeism.

The Relationship between Workplace Conflicts and Subsequent Physician-Certified Sick Leave: A Prospective Population Study

The impact of workplace conflicts on sick leave is largely unknown. We studied the associations between conflicts and physician-certified sick leave in a randomly drawn general working population sample. Eligible respondents were interviewed in 2009, 2013, and 2016 and were registered with an employee relationship ≥50 working days in the national sick-leave register the year following the survey interviews (n = 22,088 observations/13,731 respondents). We used mixed-effects logistic regression models (adjusted for sex, age, education level, occupation and sick leave days) to assess the associations of self-reported conflicts with superiors or colleagues and subsequent physician-certified sick leave of 1–16 days (i.e., low-level sick leave (LLSL)) and more than 16 days (i.e., high-level sick leave (HLSL)). Conflicts with superiors were associated with LLSL (OR = 1.73 95% CI 1.15–2.62) and HLSL (OR = 1.84 95% CI 1.15–2.94). The corresponding ORs for conflicts involving colleagues were weaker and largely non-significant. The population risks of LLSL and HLSL attributable to conflicts with superiors were 1.95% (95% CI 0.55–3.41) and 3.98% (95% CI 2.08–5.91), respectively. Conflicts with superiors appear to be an important risk factor for sick leave among employees. Organizations are well-advised to develop policies and competencies to prevent and manage conflicts at work.

Psychotherapeutic Consultation Services in the Workplace: A Longitudinal Analysis of Treatments and Sick Leave Using Health Insurance Data

BACKGROUND

Psychotherapeutic consultation services in the workplace (PSIW) have been developed to provide collaborative mental health care for employees. The aim of this study was to analyze participant characteristics, the role of PSIW in treatment courses, and the development of sick leave before and after PSIW start.

METHODS

Routine data from PSIW and health insurance of 155 participants were analyzed descriptively and by means of a multilevel negative binomial regression.

RESULTS

Eighty-four percent of users were male, and 72% were diagnosed with a mental disorder. The number of PSIW consultations varied from 1 to 13 (mean = 4). For 34% of participants, PSIW sessions were sufficient, 33% received a recommendation for outpatient psychotherapy, and 20% for inpatient mental health treatment. While recommendations for inpatient treatment displayed a high adherence rate (74%), recommendations for outpatient treatment were followed by 37%. Compared with the period of a half-year before PSIW, sick-leave days were reduced from the period of the second half-year after PSIW start and in the subsequent observed half-year periods. Trajectories of sick leave by subgroups showed differences.

CONCLUSIONS

PSIW is a flexible care offer, and results indicate a possible effect of PSIW on sick leave. In future studies, control group designs and inclusion of further variables are needed.