Exam 2018, questions and answers PDF

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Chapter 14—Workplace Wellness: Work–Family and Health Promotion Programs MULTIPLE CHOICE 1.

What is the new Canadian standard that is expected to direct more attention to workplace wellness and make organizations more diligent about promoting good health for their employees? a! CSA-Z1003-13 b! CSA-Z1004-14 c! CSA-Z1005-15 d! CSA-Z1006-16 ANS: a PTS: 1 REF: p. 357 BLM: Remember

2.

What two broad categories of initiatives can companies use to promote well-being at work? a. wellness and fitness programs b. nutrition and fitness programs c. family-friendly policies and health promotion programs d. work–family policies and employee assistance programs ANS: c PTS: 1 REF: p. 357 BLM: Remember

3.

According to the text, why are workplace wellness initiatives less prevalent in Canadian organizations than in American organizations? a. Canadians are generally healthier than Americans. b. Canadian companies face lower costs for employee illness. c. Canadian shareholders do not support spending on health promotion. d. Canadian executives are less aware of the benefits of health promotion. ANS: b PTS: 1 REF: p. 357 BLM: Remember

4.

What would be the most suitable flexible work arrangement for Kerry, who wants a work arrangement with a narrow set of tasks and where she can go to work from 8:30–1:00 p.m. every day? a. flextime b. job sharing c. job splitting d. telecommuting ANS: c PTS: 1 REF: p. 359–360 BLM: Higher order

5.

What is the main benefit to Andre of being able to telecommute from home in his role as a design Test Bank to accompany Management of Occupational Health and Safety, 6e

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engineer? a. less time at work b. more time for projects c. more time with family d. more control over work ANS: d PTS: 1 REF: p.360 BLM: Higher order 6.

The newest development in health promotion has two simultaneous goals; one is increasing employees’ wellbeing, what is the other? a. reducing WCB premiums b. reducing employee benefits costs c. maintaining employee productivity d. attracting and retaining highly qualified employees ANS: c PTS: 1 REF: p. 364 BLM: Higher order

7.

When did attention start being paid to alcohol impairment in the workplace? a! 1920s b! 1940s c! 1960s d! 1980s ANS: b PTS: 1 REF: p. 364 BLM: Remember

8.

How does relaxation training help to manage stress? a. teaches the employee to quickly quiet their mind b. teaches the employee how to get rid of negative thoughts c. teaches the employee how to counteract feelings with muscle release d. teaches the employee stretches that can be done at their desk/workstation ANS: c PTS: 1 REF: p. 366 BLM:

9.

Lifestyle programming/health promotion programs can be classified into which three categories? a. screening, education, and behavioural change b. selection, promotion, and behavioural change c. selection, promotion, and psychological change d. screening, education, and psychological change ANS: a PTS: 1 REF: p. 367

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BLM: Remember 10.

What is a challenge that organizations face in regards to participation in health promotion programs that they do not face when it comes to safety training? a. Employees are not committed to better health. b. Employees cannot be made to participate in health promotion. c. Employees are not always aware of their existing health issues. d. Employees will not attend programs delivered by external providers. ANS: b PTS: 1 REF: p. 368 BLM: Higher order

11.

Despite varying in the specific details, what are the four steps that most workplace hypertension programs will follow? a. education, screening, referral, and follow-up b. education, counselling, monitoring, and follow-up c. assessment, identification, treatment, and follow-up d. screening, education, diet changes, and medication controls ANS: a PTS: 1 REF: p. 370 BLM: Remember

12.

What factor limits the overall effectiveness of workplace weight loss programs? a. low interest b. high attrition rates c. lack of information on meal planning d. unhealthy food choices in the workplace ANS: b PTS: 1 REF: p. 370 BLM: Remember

13.

What is an essential element in ensuring the success of a workplace health promotion program? a. supervisory training b. on-site medical services c. a non-unionized workforce d. paid fitness club memberships ANS: a PTS: 1 REF: p. 372 BLM: Remember

14.

What would be strongest evidence to support a business case for family-friendly policies? a. decrease in hypertension among participating employees b. pre-intervention and post-intervention measures of stress and productivity c. the proportion of employees who participated in a family-friendly program d. improved outcomes for participants compared to a carefully matched control group Test Bank to accompany Management of Occupational Health and Safety, 6e

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ANS: d PTS: 1 REF: p. 375 BLM: Higher order 15.

What percentage of Canadian companies offer some form of wellness program? a! 64% b! 67 % c! 88% d! 90% ANS: a PTS: 1 REF: p. 357 BLM: Remember

16.

According to the text, what are the direct organizational costs of work–life conflict? a! $3 million to $5 million annually b! $6 million to $10 million annually c! $3 billion to $5 billion annually d! $6 billion to $10 billion annually ANS: c PTS: 1 REF: p. 357 BLM: Remember

17.

According to the text, what are the total organizational costs of work–life conflict? a! an estimated $2 million to $6 million per year b! an estimated $6 million to $10 million per year c! an estimated $2 billion to $6 billion per year d! an estimated $6 billion to $10 billion per year ANS: d PTS: 1 REF: p. 357 BLM: Remember

18.

The roots of today’s EFAPs can be traced back to what nineteenth century movement? a. the social better movement b. the human relations movement c. the workplace welfare movement d. the occupational alcohol movement ANS: a PTS: 1 REF: p. 364 BLM: Remember

19.

What is the second step in most worksite health promotion programs? a. referral to in-house or community-based resources b. treatment directed at the symptoms c. counselling and recommendations d. identification of high-risk individuals

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ANS: c PTS: 1 REF: p. 368 BLM: Remember 20.

What is presenteeism? a. looking busy at work b. coming to work while ill c. working during one’s holidays d. working excessive overtime ANS: b PTS: 1 REF: p. 365 BLM: Remember

NARRBEDGIN: Scenario 14-1 Read the following scenario and answer questions 21–25.

Lena is experiencing the stress of being a member of the “Sandwich” generation. Her adult children, who live with her, expect her to share in the care of her grandchildren, provide meals, and do laundry, at the same time that her elderly parents need her to drive them to various appointments. Lena is only 58 so early retirement is not an option, unless she wins the lottery. At work she is a productive member of the organization’s most successful marketing group and a respected mentor to many younger employees. NARREND

21.

Heavy responsibility for others can affect the physical and psychological health of the caregiver. What level of health would indicate Lena is receiving effective support from the organization’s familyfriendly policies and health promotion programs? a. satisfactory health b. improved health c. positive health d. superior health ANS: c NAR: Scenario 14-1 PTS: 1 REF: p. 357 BLM: Higher order

22.

If Lena wants to have Tuesdays off so that she can take her elderly father to his doctor appointments without losing any income, what flexible work arrangement should she discuss with her supervisor? a. flextime b. telecommuting c. compressed work week d. jobsharing or job splitting ANS: b NAR: Scenario 14-1 Test Bank to accompany Management of Occupational Health and Safety, 6e

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PTS: 1 REF: p. 359–360 BLM: Higher order 23.

What is the most likely option that Lena’s employer will offer in response to a request for time off to take her elderly father to his doctor appointments? a. flextime b. telecommuting c. compressed work week d. jobsharing or job splitting ANS: a NAR: Scenario 14-1 PTS: 1 REF: p. 361 BLM: Higher order

24.

What health problem is Lena most likely to acquire as a result of her caregiving responsibilities? a. Type II diabetes b. high blood pressure c. stress-related psoriasis d. congestive heart failure ANS: b NAR: Scenario 14-1 PTS: 1 REF: p. 370 BLM: Higher order

25.

What type of training might Lena benefit from to help overcome her anxiety about confronting her adult children in regards to their unrealistic expectations? a. relaxation training b. resilience training c. cognitive-behavioural skills training d. conflict management training ANS: a NAR: Scenario 14-1 PTS: 1 REF: p. 365–366 BLM: Higher order

TRUE/FALSE 1.

The notion of positive health goes beyond the elimination of symptoms. ANS: T PTS: 1 REF: p. 357

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2.

Family-friendly programs are implemented only as secondary and tertiary interventions. ANS: F PTS: 1 REF: p. 358

3.

Knowledge sharing and vacation coverage are more difficult with job sharing than with job splitting. ANS: F PTS: 1 REF: p. 359

4.

Over 50% of Canadian employees can take advantage of flextime work arrangements. ANS: F PTS: 1 REF: p. 361

5.

Family friendly policies can increase family-to-work conflict. ANS: T PTS: 1 REF: p. 362

6.

Health promotion programs do little to address workplace causes of health issues. ANS: T PTS: 1 REF: p. 374

7.

Some health conditions can reduce employee productivity by 60% in an eight-hour shift. ANS: F PTS: 1 REF: p. 365

8.

Cognitive-behavioural skills training is the most effective stress management intervention. ANS: T PTS: 1 REF: p. 366

9.

Meditation helps you deal directly with stress, whereas meditation helps you distance yourself from stress. ANS: F PTS: 1 REF: p. 366

10.

Banning smoking in most Canadian workplaces has reduced the number of employees who smoke. ANS: F PTS: 1 Test Bank to accompany Management of Occupational Health and Safety, 6e

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REF: p. 369 11.

Drug testing is less able to detect impairment compared to alcohol testing. ANS: T PTS: 1 REF: p. 369

12.

An eight-week Zumba (dance fitness) or Tai chi course would be a Level III fitness program. ANS: F PTS: 1 REF: p. 371

13.

Health promotion programs can increase absenteeism and benefit costs. ANS: T PTS: 1 REF: p. 373

SHORT ANSWER 1.

List and give examples of the three broad categories of family-friendly programs that organizations can implement to reduce work–family conflict and assist employees in balancing their work and family responsibilities. ANS: 1. Flexible work arrangements (e.g., compressed workweek, job sharing, job splitting, flextime, and telecommuting) 2. Personal leave systems (e.g., maternity leave, parental leave, personal days, family and sick leave) 3. Family care benefits (e.g., provision of daycare, subsidized dependent care) PTS: 1 REF: p. 358–361

2.

Describe the seven essential elements required to develop a successful health promotion program. ANS: • A clear, written policy regarding assistance • Management support • An on-site program coordinator • Supervisory training • Employee education about the benefits of the program • Counselling • Union support (if relevant) PTS: 1 REF: p. 372

3.

List the two overall recommendations and give examples for any four of the specific recommendations from the Health Canada report on facilitating work–life balance for employees.

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ANS: The two overall recommendations are to reduce demands placed on employees and increase the control that employees have over their work. The specific recommendations include the following: • • • • • • • • • •

Reduce employee workloads Recognize when work demands are unrealistic and acknowledge that such loads are not sustainable Track the costs of understaffing and unrealistic work demands Avoid reliance on overtime work; hire more people if the need arises Track the direct and indirect costs of role overload and work–life conflict (absenteeism, overtime, employee assistance programs, turnover) Implement policies regarding the use of office technology (e.g., change expectations regarding after-hours email) Offer “cafeteria-style” benefits programs so that employees can choose the services that benefit them Support child and dependant care needs (paid leave, care options) Offer flexible work options to help reduce role overload Reduce the incidence of nonsupportive management

PTS: 1 REF: p. 363 4.

Discuss the steps typically included in worksite health promotion programs. ANS: Worksite health promotion programs typically include three steps: Step 1: physical or psychological assessment Step 2: counselling concerning findings and recommendations about personal health promotion Step 3: referral to in-house or community based resources PTS: 1 REF: p. 368

5.

Compare and contrast the three approaches to stress management programs in terms of their focus on thoughts, emotions, or behaviour. ANS: In general, the goal of most stress management programs is to help employees become more selfaware and to help them to cope better. Stress management programs can focus on either thoughts/beliefs, or emotions, or behaviour or a combination of two of these or all three of these. Cognitive-behavioural skills training: developed in terms of the cognitive model of stress, which posits that emotional responses to situations are largely determined by how they are thought about and interpreted. The training helps people to think about events in new ways and to be aware of how they are viewing stressful events; it also provides skills for coping with stress. The goal is to alter both cognition of stressful events and behaviour toward them. Relaxation training and meditation: relaxation training focuses more on emotions and behaviour by teaching coping strategies through progressive muscle relaxation and breathing exercises. The purpose of this type of training is to provide people with skills to physically relax the body. Over time, individuals will learn to recognize the physical feelings associated with stress and to counteract these feelings by calling on the relaxation response. Meditation in contrast focuses more on elimination of thoughts through behaviour and does not directly address emotions.

Test Bank to accompany Management of Occupational Health and Safety, 6e

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Increasing social support: provide a more supportive environment, such as by training workers in how to seek social support and in how to create a more supportive workplace. Social support tends to have emotional benefits as well as a focus on behavioural coping. PTS: 1 REF: p. 365–366

PROBLEM 1. Ten years ago, the brand new IT company where you started your career in HR as a technical recruiter was full of people in their early twenties with few commitments. However, because of the company’s success in retaining its employees, the company now has a workforce comprised of many employees, including yourself, entering or already in their child-bearing and child-rearing years and already experiencing health issues associated with the rapid growth of the company. You are now the Director of Human Resource Management for the entire company. Explain how you would put together a business case to convince the founders of the company to invest financially and give their support to familyfriendly and health promotion programs. ANS: Refer to OH&S Notebook 14.2—Building a Business Case for Wellness and OH&S Notebook 14.3— Using Evaluation to Build a Business Case for Health Promotion and Family-Friendly Programs. To present a case for implementing and maintaining support for these programs, the HRM must show that these programs work in terms of important organizational outcomes. This starts with obtaining research that shows that these workplace wellness programs have had a positive effect in other companies. The next step is conducting a needs assessment, followed by program design and implementation. Concurrently research methodology should be carefully designed to ensure data collected will be valid and provide conclusive support by eliminating other explanations. HRMs should collect data and evaluate the success of the family-friendly and health promotion programs within their organizations (through pre- and post-intervention assessments, surveys, and participation) compared to outcomes for control groups of employees who did not participate in the programs. Employers and HRMs should create data systems to review, identify, analyze, and measure improvements using some of the following data: • Absenteeism and turnover • Medical expenses • Disability management practices and policies (including STD and LTD) • Health costs • Health and safety issues • Workplace issues • Family-friendly, health promotion, and EAP programs • WCB claims and premiums • Improved health and reduced work–family conflict stress • Recruitment and retention • Morale and job satisfaction • Employee health while at work These data are also essential in obtaining and maintaining organizational support for workplace health management programs. These data will answer critical questions concerning the organization’s direct and indirect health costs and the effect of the organization’s investment in health management systems. HRMs should refer to quantitative data, prepare calculation estimations, and be prepared to discuss critical success factors.

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PTS: 1 REF: p. 365 & 375

Test Bank to accompany Management of Occupational Health and Safety, 6e

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