Research into what constitutes ‘job quality’ highlights that healthy workers are happy and productive workers.
The Chartered Institute of Personnel and Development (CIPD) considered seven dimensions of work to understand what facilitates and hinders job quality in its Working Lives survey.
Despite an overall headline satisfaction with work and jobs, the results showed some major issues with overwork, stress and a lack of training and development.
The survey of 6,000 workers revealed that two-thirds are satisfied with their job overall. However, 25 per cent felt that their job negatively affects their mental health and one in four said their job did not offer good opportunities to develop their skills.
Jonny Gifford, senior adviser for organisational behaviour at the CIPD, said: “More extensive training and development must be part of the solution [to creating better quality jobs], so workers can develop in their careers and feel more fulfilled in their work. There are also many things employers can do that make a real difference – in particular, fostering better workplace relationships and giving employees voice and choice on aspects of their working lives.”
The study found three key groups that faced particular challenges. Those in lower-paid work were found to have far fewer training and development opportunities, with 37 per cent stating that they had not received any training in the past 12 months.
Middle managers were the next group highlighted by the survey. These employees were often found to have too much work and 28 per cent believed their work affected their mental health.Finally, although senior leaders were found to be the most satisfied with their jobs, 28 per cent admitted to finding it difficult to balance their work and family commitments.
Peter Cheese, Chief Executive of the CIPD, said that there are a record number of people in work. However, it is important to make sure that we have quality as well as quantity when it comes to work.
“With employment levels high, challenges remain around productivity, and so organisations have to prioritise working smarter, not just harder,” said Cheese. “We need to ensure that we’re designing our jobs flexibly and in ways that best utilise the skills of the workforce, implementing positive health and well-being strategies, and tackling workplace cultures of stress and giving voice and support to our people.”
