Citation

Orui M, Yasumura S. J. Occup. Health 2019; ePub(ePub): ePub.

Affiliation

Department of Public Health, Fukushima Medical University School of Medicine, Fukushima City, Japan.

Copyright

(Copyright © 2019, Japan Society for Occupational Health)

DOI

10.1002/1348-9585.12074

PMID

31267631

Abstract

OBJECTIVES: Well-managed workplace communication may promote well-mental health status among workers, even those who may have experienced drastic changes in their workplace and living environment after the Fukushima Daiichi Nuclear Power Plant accident. This study aimed to compare the workplace and living environment of workers in the evacuation area to the non-evacuation area, as well as the association between workplace communication and psychological distress.

METHOD: This cross-sectional questionnaire survey was conducted in two manufacturing companies in the evacuation area and a company in the non-evacuation area. Psychological distress was defined by a Kessler K6 distress scale score ≥5. Workplace communication was measured by the status of communication ("Do you feel that you can talk freely?") and consultation ("Can you consult when having troubles?") with superiors, managers and colleagues. Work burden, overtime, and irregular mealtimes as changes in the workplace and domestic life were determined. Differences in the workplace and living environment were compared using the chi-squared test, with the association between workplace communication and psychological distress analyzed by logistic regression.

RESULTS: The proportion of workers with an increased work burden, overtime, and irregular meals was significantly higher among workers in the evacuation areas. There was also a significant association between low-psychological distress status and communication and consultation with superiors or managers, with no significant association with colleagues.

CONCLUSION: Only workplace communication with superiors or managers was associated with low-psychological distress, even after drastic changes in the workplace. Therefore, superiors or managers should initiate open communication and active consultation after a disaster.

© 2019 The Authors. Journal of Occupational Health published by John Wiley & Sons Australia, Ltd on behalf of The Japan Society for Occupational Health.

Language: en

Keywords

nuclear disaster; occupational health; organizational management; workplace communication; workplace stress