1. A LLuminari® Landmark Study Creating Healthy Corporate Cultures for Both Genders: A National Employee Survey A National Employee Survey Conducted by Michael Peterson, Ed.D. ©2004 LLuminari, Inc. All rights reserved June 3, 2004

2. Landmark Study What do men and women value at work? What do men and women value at work? How do men and women differ in their perceptions of work and healthy workplaces? How do men and women differ in their perceptions of work and healthy workplaces? Are workplaces as healthy for women as they are for men? Are workplaces as healthy for women as they are for men? What work factors influence worker ill- health and distress? What work factors influence worker ill- health and distress?

3. Sample Nationally Representative Sample Nationally Representative Sample Via an On-line Survey conducted with the help of Harris Interactive Via an On-line Survey conducted with the help of Harris Interactive Participants came from companies with more than 1,000 employees Participants came from companies with more than 1,000 employees Sample Size 1,123 Sample Size 1,123 608 Men 608 Men 515 Women 515 Women

4. Background: Work & Health The psychological and social aspects of work impact health outcomes The psychological and social aspects of work impact health outcomes Specifically: Specifically: Effort-reward imbalances Effort-reward imbalances Lack of adequate social support Lack of adequate social support Lack of autonomy and control Lack of autonomy and control Lack of fit between the person and their environment Lack of fit between the person and their environment Work-family conflict Work-family conflict Contribute to distress, chronic disease, mental illness and increased health care costs Contribute to distress, chronic disease, mental illness and increased health care costs

5. Health Effects of Adverse Work Conditions High Demand & Low Control High Demand & Low Control 2x the rate of heart and cardiovascular problems 2x the rate of heart and cardiovascular problems Significantly higher rates of anxiety, depression and demoralization Significantly higher rates of anxiety, depression and demoralization Significantly higher levels of alcohol and prescription drug use Significantly higher levels of alcohol and prescription drug use Significantly higher susceptibility to a wide range of infectious diseases Significantly higher susceptibility to a wide range of infectious diseases

6. Health Effects of Adverse Working Conditions High Effort & Low Reward High Effort & Low Reward 3x the rate of cardiovascular problems 3x the rate of cardiovascular problems Significantly higher rates of anxiety, depression and conflict related problems Significantly higher rates of anxiety, depression and conflict related problems Chronic distress at work contributes to abdominal obesity Chronic distress at work contributes to abdominal obesity

7. HIGH DEMAND & LOW CONTROL + HIGH EFFORT & LOW REWARD 3x Heart Problems 3x Back Pain 5x Certain Cancers 2-3x Conflicts 2-3x Mental Health Problems 2-3x Infections 2-3x Injuries 2x Substance Abuse

8. Culture-Work-Health Model The Connection CULTURE BEHAVIORS, SYSTEMS & STRUCTURES ORGANIZATIONAL HEALTH EMPLOYEE HEALTH QUALITY OF WORK LIFE

9. What Do Working Men and Women Think About Their Work, Workplaces and Health? Study Results

16. Health Findings Management, supervision, the job itself, the workplace, and home life predict health outcomes Management, supervision, the job itself, the workplace, and home life predict health outcomes Lack of communication and lack of decision- making authority and effort-reward imbalance were significant problems Lack of communication and lack of decision- making authority and effort-reward imbalance were significant problems Fast work pace, work overload, and long hours are taking their toll on American workers—especially women (due to work- family conflict and/or imbalance). Fast work pace, work overload, and long hours are taking their toll on American workers—especially women (due to work- family conflict and/or imbalance).

17. Health Findings 54% often to always come home in a state of fatigue 54% often to always come home in a state of fatigue 2 out of 5 respondents experienced distress due to too much pressure or mental fatigue at work 2 out of 5 respondents experienced distress due to too much pressure or mental fatigue at work 1 out of 5 respondents are at risk for stress-related health problems; another 15% are at a moderate risk 1 out of 5 respondents are at risk for stress-related health problems; another 15% are at a moderate risk 1 in 10 are so tired at the end of the work day that they do not enjoy their non-work time 1 in 10 are so tired at the end of the work day that they do not enjoy their non-work time 62% don’t think their employer tries to minimize unnecessary stress 62% don’t think their employer tries to minimize unnecessary stress Half don’t think their employer has an interest in their well-being Half don’t think their employer has an interest in their well-being 1 in 5 stated that work regularly interfered with their responsibilities at home, and kept them from spending time with their family 1 in 5 stated that work regularly interfered with their responsibilities at home, and kept them from spending time with their family WHAT IS THE POTENTIAL IMPACT ON HEALTH BEHAVIORS AND RISK FOR CHRONIC DISEASE? WHAT IS THE POTENTIAL IMPACT ON HEALTH BEHAVIORS AND RISK FOR CHRONIC DISEASE?

18. Work Related Causes of Stress & Ill-Health TOP 5: TOP 5: Mentally tiring work Mentally tiring work Time pressure Time pressure Too many changes within the job Too many changes within the job Not getting enough feedback on how they are doing Not getting enough feedback on how they are doing Not having enough influence over their job and how it is done Not having enough influence over their job and how it is done

19. Conclusions Men and Women value the same things at work, BUT they differ in their priorities and importance Men and Women value the same things at work, BUT they differ in their priorities and importance Women understand what men value much better than men understand what women value Women understand what men value much better than men understand what women value Workplaces may not be equally healthy for men and women Workplaces may not be equally healthy for men and women How does a male-oriented culture influence females and visa-versa? How does a male-oriented culture influence females and visa-versa? How might this impact health care costs? How might this impact health care costs?

20. Conclusions What are the assumptions that create a male-oriented work culture? What are the assumptions that create a male-oriented work culture? results, achievement, power and money results, achievement, power and money What are the assumptions that create a female- oriented work culture? What are the assumptions that create a female- oriented work culture? Friends, relationships, working together, communication, family, virtues and ethics. Friends, relationships, working together, communication, family, virtues and ethics. FORTUNE-FOCUS (male) VS. FRIEND-FOCUS (female) FORTUNE-FOCUS (male) VS. FRIEND-FOCUS (female) According to the respondents: According to the respondents: organizations in America do not understand the relationship between worker health and organizational health organizations in America do not understand the relationship between worker health and organizational health Organizations do not understand the impact of work and work culture on employee health outcomes, or a culture’s influence on health care cost experience Organizations do not understand the impact of work and work culture on employee health outcomes, or a culture’s influence on health care cost experience

21. Conclusions Organizations that seek to understand their own cultures and work contexts, and work to achieve an appropriate blend of male and female traits will have an advantage Managing the 21 st century workforce will require application of organizational self-knowledge to maximize both health and productivity Employee health will require an organizational-whole approach, not just a focus on employee health behavior

22. IMPLICATIONS, APPLICATIONS & DISCUSSION