National Academies Press: OpenBook

Airport Workforce Programs Supporting Employee Well-Being (2020)

Chapter: Chapter 2 - Stressors for Airport Employees

« Previous: Chapter 1 - Introduction
Page 8
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 8
Page 9
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 9
Page 10
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 10
Page 11
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 11
Page 12
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 12
Page 13
Suggested Citation:"Chapter 2 - Stressors for Airport Employees." National Academies of Sciences, Engineering, and Medicine. 2020. Airport Workforce Programs Supporting Employee Well-Being. Washington, DC: The National Academies Press. doi: 10.17226/25919.
×
Page 13

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

8 Stressors for Airport Employees This chapter focuses on the main stressors that affect airport employees. It combines findings from the literature review and the survey of airport well-being programs to provide infor- mation related to the current thinking regarding workplace stressors in airports, with focus in the following areas: • Stress in the workplace • Employee stress in airports • Benefits of decreasing airport employee stress and increasing well-being • Safety and well-being • Special considerations for well-being Following these topics, which were compiled from the literature review, this chapter included the survey findings regarding the greatest stressors for airport employees, as perceived by the survey respondents. Stress in the Workplace Workplace, or occupational, stress has been listed as one of the most common sources of stress for the modern person. In a multiyear study conducted by the American Psychological Association (APA), workplace stress has consistently been listed in the top five sources of stress (APA 2017). In some cases, “good stress” can lead to positive results such as developmental growth, creativity, and positive coping mechanisms (Hargrove et al. 2013). However, when an employee experiences stress, it is often because of distress, or “negative stress.” This is the kind of stress that can cause physiological, psychological, and behavioral problems for the individual as well as the organization (Roberts et al. 2012). Given that distress costs U.S. employers approximately $60 billion per year, it is critical for organizations to strategically consider ways to reduce workplace stress for their employees. Some organizations have taken a more organizational perspective on stress and focused their attention on changing the workplace to remove common stressors by removing toxic leaders (Kimlinger et al. 2011), engaging in workplace planning to reduce workloads (Colligan and Higgins 2006), and building a more employee-focused culture (Davenport 2015). Other organizations have taken a more employee-focused approach by concen- trating their efforts on building a robust well-being program that provides activities, incentives, and positive coping mechanisms for their employees (Trounson and Pfeifer 2016). There is no clear understanding about which perspective yields the best results for reducing workplace stress, but the focus of this report will be on the employee-focused approach to describe how a C H A P T E R 2 Different Approaches to Addressing Employee Stress and Well-Being Organizational Perspective: Change the workplace to remove stressors and build a culture that supports employees Employee-Focused Perspective: Incorporate well-being offerings that include activities, incentives, and positive coping mechanisms for employees

Stressors for Airport Employees 9 strong well-being program can counteract workplace stressors, what organizations can do to encourage well-being, and how well-being can lead to better organizational performance. Employee Stress in Airports Workplace stress is a complex, multifaceted concept that can take many different forms. Stress can come from all aspects of work, including the work environment, difficult relationships with co-workers and supervisors, lack of professional career growth, or shifting job demands (Colligan and Higgins 2006). While these sources of workplace stress are broad and can apply to areas beyond the airport industry, they are also elements of the airports’ workplace that can create stress for employees. For example, at Charlotte Douglas International Airport, the work environment proved to be a source of stress as airport employees cited safety concerns after the death of a fellow co-worker (Bruno 2019). Another example includes Baton Rouge Metropolitan Airport, where airport leadership had noticed that customers, despite being in closer proximity to Baton Rouge Metropolitan Airport, preferred to fly out of Louis Armstrong New Orleans International Airport because it offered a wider and cheaper selection of flights (Gallo 2015). To entice customers to choose Baton Rouge Metropolitan Airport, leadership developed and implemented an airport ambassador program to improve customer experience. These ambassadors are meant to aid travelers and serve as advocates when a traveler has a negative experience with other airport stakeholders (e.g., airlines, rental car services, concessions). While this program addresses the organizational concern, employees in this program are potentially having to engage with difficult customers and stakeholders and effectively mitigate the situation. This type of program could inadvertently amplify emotional and mental health stressors if there are not sufficient well-being practices in place. Beyond specific instances such as these, working in an airport can cause stress for employees because they must cope with the following situations: • A 24/7/365 operation and the associated demands on their schedule; • Being customer-facing and dealing with challenging customers, including massive numbers of people daily; • Health or sickness concerns, such as exposure to a new virus or continuing to work when facing a health epidemic; • Working in an environment where there are multiple separate stakeholders (e.g., vendors, federal agencies, contractors, airline employees) who have different and often conflicting goals and demands; and • Changing roles based on industry fluctuations. Technology has also been noted as a stressor for airport employees, including disruptive technology and rapidly evolving technology that employees must use in their everyday work. The addition of information and communications technologies such as cell phones, e-mail, and instant messaging have transformed the way people perform their job and communicate within the work environ- ment. Though technology adds efficiency and flexibility to the workplace, the demand to stay abreast of rapidly advancing technology can be overwhelming. In addition, the 24/7 connection brought forth by these technologies make it difficult for workers to disconnect from the workplace—they can become disruptive or intru- sive technologies. People are almost always accessible via cell phone and e-mail and as a result, many find it difficult to disengage from work after business hours or during their time off. Stress Airport employees experience a variety of stressors that can be significant and are unique to their work in airports. The rapid rise and constant evolution of new technologies and the demand associated with 24/7 connectedness to work through technology is a significant stressor for employees, coined technostress.

10 Airport Workforce Programs Supporting Employee Well-Being caused from these kinds of technologies is so ubiquitous that it has been named technostress, defined by the Oxford English Dictionary (2017) as “informal stress or psychosomatic illness caused by working with computer technology on a daily basis.” Aside from the anxiety caused by incessant e-mails and texts throughout the day, the persistent evolution of computer technology and software programs used in the airport industry may be overwhelming for employees, causing them to feel intimidated or uncomfortable because of a lack of knowledge of or proficiency with new technologies. Employees are also burdened by the constant pressure to stay informed about new technologies and how to use them to remain relevant and competitive in the workforce. These stressors are taking a toll on the health and well-being of employees (Atanasoff and Venable 2017). Previous research demonstrated that technology can have negative physiological effects on users, including elevated blood pressure, heart rate, and levels of stress hormones (Riedl 2012). Stress and its link to various illnesses has been widely studied and demonstrates the relationship between stress and disease—higher levels of stress leave people more susceptible to catching colds and, perhaps more importantly, stress’s relationship to inflammation in the body. Pro- longed stress inhibits the body’s ability to regulate inflammation, making individuals susceptible to illness and disease (Watts 2012). Inflammation has been linked to many chronic diseases, including heart disease, diabetes, and cancer (Cohen et al. 2012). Strategies for reducing stress caused by various forms of technology within the airport industry are invaluable for the health and well-being of airport personnel. Stress reduction strategies not only help ease existing anxiety but, based on the research, also facilitate improved long-term health outcomes such as decreased blood pressure, improved immune functioning, reduced coronary events, and improved physical and mental health (McCraty et al. 2003; Larzelere and Jones 2008). Benefits of Decreasing Airport Employee Stress and Increasing Well-Being The types of stress that airport employees face on a regular basis have previously been described. General workforce research has shown that stress at work can contribute to a wide variety of negative outcomes for both the organization and the employee. For the organization, these outcomes include increased absenteeism and employee turnover, decreased productivity, and inferior customer service (Levi 1996; Giga et al. 2003). With increased stress, employees experience physiological, psychological, and behavioral outcomes such as decreased self-esteem, job satisfaction, and motivation, as well as higher burnout, blood pressure, depression, and heart disease (Goodspeed and DeLucia 1990; Giga et al. 2003). These negative outcomes have also been seen specifically in airports and aviation jobs. For example, one study showed that airport and airline employees who interface directly with misbehaving customers have increased stress and emotional exhaustion and are more likely to voluntarily turn over (Cho et al. 2014; Hu et al. 2017). Further, the job stress of aviation employees, such as that of a security screener, reduces job satisfaction and increases turnover (Chung et al. 2017). Finally, the work contexts that airport employees face can increase stress levels and decrease well-being; many airport employees engage in shift work because of the nature of their 24/7 operations, and exposure to shift work has been related to increased sickness events (van Drongelen et al. 2017). By focusing on decreasing stress and improving well-being, airports can help their employees overcome the potential negative outcomes previously described (Larzelere and Jones 2008). For example, by finding ways to reduce the stress that airport employees face, they may experience increased job satisfaction and improved health outcomes. For airports, well-being programs can reduce health care costs, improve productivity, decrease absenteeism, and improve Identifying ways to reduce employee stress helps to create positive outcomes, such as increased job satisfaction and productivity, and improves employee health outcomes.

Stressors for Airport Employees 11 employee recruitment and retention (Aldana 2019). Well-being programs can also help to reduce presenteeism—the loss of productivity when employees are at work but not fully functioning because of health issues or stress—when the programs are designed to combat issues the employees are dealing with (Hemp 2004). Further, well-being efforts that include group programs have been shown to improve camaraderie among employees and excitement for well-being activities (Grawitch et al. 2006). A key element for ensuring that these positive outcomes can be achieved is making sure that the well-being programs offered to employees align with the actual stressors they experience in the airport and the organizational context in which airport employees work. Safety and Employee Well-Being With the annual cost of direct and indirect work injuries and illnesses estimated at $250 billion nationwide (exceeding costs associated with cancer by $31 billion), encouraging employee well-being is an important consideration for airport organizations (James 2012). Data from the Bureau of Labor Statistics (BLS 2019) reveal that overexertion and bodily reactions are the number-one cause of work-related injuries. According to the National Safety Council (2019), over exertion and bodily reactions include nonimpact injuries resulting from excessive physical effort and repetitive motion of microtasks resulting in stress or strain. Many different airport jobs have the potential to cause physical injuries. For example, ground crews can be harmed by falling bags or cargo and are constantly moving and exerting themselves physically (Lombardo 2019). With well-being programs in place and a culture that promotes physical fitness and well- being throughout the workforce, the number of these injuries can be reduced. Employees who are not physically fit or active have a threshold for overexerting themselves that is far lower than those who are more fit, meaning that basic tasks at work that involve pushing, lifting, holding, or carrying may be more likely to result in injury. Physical activity reduces the risk of injuries associated with falls and musculoskeletal disorders (U.S. Department of Health and Human Services 2018), which means that people who are physically fit have a lower risk of injury than those who are not. Well-being programs also aid in the safety of staff and customers by helping to reduce high levels of stress experienced by employees and negative outcomes associated with sustained stress. Stress has a significant impact on the immune system (Segerstrom and Miller 2004). A compromised immune system leaves people more susceptible to illnesses such as the common cold and other viral infections, resulting in absenteeism and the potential to spread illnesses to fellow employees and customers. Multicomponent well-being programs that encourage good nutrition, sleep, stress reduction, and exercise can promote a healthy and robust workforce. Finally, when employees are at their best—physically, mentally, and emotionally—they are less prone to accidents at work and more likely to foster a healthy and productive attitude in the workplace. Employers who cultivate this kind of environment can see higher levels of productivity and enjoy a breadth of benefits associated with healthy and productive workers. In fact, a study that evaluated the impact of a well-implemented workplace health-promotion program found that such programs considerably decrease absenteeism and health risk factors and significantly increase work productivity (Mills et al. 2007). The benefits of well-being programs far outweigh the costs. Research regarding health promotion programs at various-sized organizations showed an overall reduction of about 25% in sick leave, health plan costs, and workers compensation and disability costs (James 2012). In addition, a healthier workforce translates to a more engaged and productive workforce, ultimately improving operations and the customer experience. However, well-being programs must be supplemented by a health and safety culture. Organizations need to ensure employees at

12 Airport Workforce Programs Supporting Employee Well-Being all levels understand the importance of and participate in health and safety values and attitudes. A positive culture that promotes safety, health, and respectful relationships among employees must also be cultivated in order to see the overall well-being of the workforce improve. Special Considerations for Well-Being: Generation and Age, 24/7 Operations While there is often the perception that generational differences have a great impact on the workplace, there is little evidence that generation is a factor in the relationship between well-being and productivity. However, some studies do point to potential considerations regarding genera- tional differences and their impact on employee stressors and well-being. One study found that Generation X nurses reported more negative stress than Baby Boomer nurses (Leiter et al. 2010). Similarly, an 11-year study on stress conducted by the APA found that the younger generation of workers are more stressed than their older counterparts (APA 2018). The study also indicated that Baby Boomers experienced a decline in their stress while Millennial stress stayed the same over the same time period. Gen Z, or “iGen,” those individuals born between the mid-1990s and 2012, have been described as inherently more stressed, anxious, and generally depressed than those of other generations (Marsden 2017). As a result, they will require more guidelines and reassurance from leadership and a sense of safety in their work environment to perform well (Marsden 2017). This could affect the type of well-being programs that are needed to reduce stress for Gen Z. So while generational differences do not have an impact on how productive workers are, they could indicate a need for differing types of well-being programming. Well-being program developers or administrators may want to consider how different generations tend to prefer to learn or participate in events. This will help to ensure that well- being programs can be designed and communicated in ways that will entice employees across generations. Regarding addressing employee stress to improve well-being, developmental-based human resources (HR) practices have a greater positive impact on younger workers (Kooij et al. 2013). However, the relationship between maintenance-based HR practices (e.g., appraisals, performance reviews) and well-being strengthens as workers got older. This finding indicates that it may be beneficial to implement varying types of HR programs or interventions so that employees across generations can all see positive impacts and improved well-being. Considerations also need to be made for staff who work different shifts. In airports, there are many different positions in which employees work in different shifts around the clock. While not specific to airports, shift work is related to increased cardiovascular disease, weight gain, smoking, anxiety, insomnia, and stress (Puttonen et al. 2010). Coupled with the additional stressors that airport employees experience as a result of their work context, employees working on different shifts experience a great deal of stress. Further, even when airports offer well-being programs to help support employees and reduce stress, these programs are often not offered at times that accommodate second- or third-shift employees. Many of these employees may not want or be able to travel to work to participate in a well-being offering outside of their workday. Survey Results: Airport Employee Stressors As described in Chapter 1, there was a survey conducted for this project to gather input from airports regarding employee well-being and currently offered well-being programs. In the survey, respondents were asked to indicate the most common stressors for employees in their airports, first for support function employees such as those in management, administrative positions, or “workweek employees,” and then separately for airport maintenance, operations, facilities, and security employees (e.g., positions in which employees work 24 hours a day, 7 days per week). Survey respondents provided this information about stressors based on their own perceptions

Stressors for Airport Employees 13 of the stressors experienced by their airports’ staff. If airports had previously conducted any data collections or asked employees about their stressors, this information could have been incorporated into the survey respondents’ answers as well. Exhibit 4 provides the top two workplace and personal stressors for both categories of employees. Interestingly, the top two personal stressors are the same for both categories of employees—survey participants indicated that both work-life balance and the workload are common stressors for both support function employees and maintenance, operations, facilities, and security employees. Personal financial management was also identified as one of the most common personal stressors for the 24/7 employees. However, the most common workplace stressors differed for these two categories of employees. For support function employees, challenges with technological systems (e.g., system delays or other complications) were the most common stressor, followed by psychological or mental issues, such as a fear of failure by the employees. Conversely, for the maintenance, operations, facilities, and security employees, the most common stressor identified was physical stress, followed by the scheduling challenges associated with operating on a 24-hour schedule. These findings indicate that while some well-being program offerings may well fit the needs of all airport employees, it may be beneficial to have programs tailored to the specific needs or stressors for various groups of employees. Workplace Stressors Personal Stressors Support Function Employees (e.g., management, administrative, “workweek” employees) Technological (e.g., system complications) (59%) Work-Life Balance (73%) Psychological/Mental (50%) Workload (45%) Maintenance, Operations, Facilities, and Security Employees (i.e., 7/24/365 employees) Physical (e.g., overexertion) (59%) Work-Life Balance (64%) Scheduling (e.g., 24/7 schedule, changing hours) (41%) Workload (41%) Personal Financial Management (41%) Exhibit 4. Most common airport employee stressors.

Next: Chapter 3 - Airport Practices Related to Employee Well-Being Programs »
Airport Workforce Programs Supporting Employee Well-Being Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

Airport employees face a variety of stressors in their daily work lives, and there are numerous and varied approaches that airports are currently taking to focus on employee well-being.

The TRB Airport Cooperative Research Program's ACRP Synthesis 113: Airport Workforce Programs Supporting Employee Well-Being details the most commonly used well-being program offerings at airports.

Benefits of these programs to airports include reduced health care costs, improved productivity, decreased absenteeism, improved employee recruitment and retention, and camaraderie and teamwork among employees. By participating in well-being programs, employees can also experience personal benefits, such as improved physical health, increased job satisfaction, and other emotional benefits.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!