Public Health

Writing 4:

The online discussion forum assessment requires you to write FOUR response posts (responding to two of your peers' posts in each of the forums). Each response post should be 400-600 words not including bibliography.

Response 1:

RE: DISCUSSION TOPIC #1

by  Elisabeta Memishaj - Sunday, 30 July 2023, 10:29 AM

It is important to understand the significance of shared responsibility in managing fatigue risk. Although it is imperative for individuals to prioritise their own well-being, fatigue can have a significant impact on the safety, overall performance, and productivity of an organisation (Alroomi & Mohamed, 2021). By promoting a culture of shared responsibility, enterprises can implement a more comprehensive and efficient strategy for managing fatigue. In industries like manufacturing, transportation and healthcare, fatigue can increase the risk of errors and incidents, leading to injuries of different levels (Alroomi & Mohamed, 2021). When employees are the only people responsible for managing their level of fatigue, they may not always make the best decisions, which is an important hazard to acknowledge (Alroomi & Mohamed, 2021). Sharing responsibility ensures that the business implements proactive frameworks to collectively assess and mitigate fatigue risks. This includes enforcing policies and providing resources to eliminate and prevent them (Honn et al., 2019). Organisations in industries where safety is crucial may have a legal responsibility to effectively manage fatigue (Honn et al., 2019). The mentality of sharing responsibility can assist in ensuring compliance with regulations and emphasises the institution's ethical devotion to the health, satisfaction and well-being of their employees. In addition, employees who are experiencing fatigue tend to be less efficient, show decreased cognitive skills, and may find it difficult to concentrate (Zaslona et al., 2018). This can negatively affect their work quality and efficiency, which ultimately impacts the business's performance and productivity. By implementing fatigue risk management strategies, an organization shows its dedication to improving performance and staying ahead of competitors. While individuals can prioritise healthy habits and work-life balance, the work environment and organisational practices also have a significant impact. It's crucial for organisations to recognise the importance of the workers’ well-being and actively promote practices that encourage adequate rest and recovery (Zaslona et al., 2018). An important aspect is that fatigue can be influenced by several factors such as workload, shift patterns, job demands, and the overall organisational culture (Honn et al., 2019). To ensure comprehensive fatigue risk management, enterprises must adopt a shared responsibility approach. This approach involves collaboration among employees, supervisors, and management to identify potential fatigue sources and implement suitable interventions. By working together, organisations can take a holistic view of fatigue risk management and address all contributing factors effectively. Lastly, in certain workplaces, admitting to fatigue or asking for help may be perceived as a weakness or incapability (Favre et al., 2023). However, by promoting a culture of shared responsibility, workers can feel more at ease discussing their concerns related to increased levels of fatigue, which can result in early detection and proper assistance (Beaulieu et al., 2022). Through my professional observation, I have assessed that organisations that prioritise shared responsibility for fatigue risk management have a stronger safety culture. They prioritise assessing fatigue risk and taking action to address it, which includes developing sustainable shift schedules, providing and promoting taking necessary rests and breaks, conducting fatigue education training, and promoting open communication between the employer and the team. I have a question that I'm hoping others can answer. In Australia, after the lockdown restrictions were eased, many businesses were facing a shortage of workers. This led to a dilemma that I believe is worth discussing: When a company has a shortage of staff, and most of them are casual employees who want to earn more money, is it ethical to give them longer shifts or excessive working hours (over 40 hours per week) to increase productivity? While it's understandable that casual workers might prefer longer shifts due to financial needs, is it the right thing to do in terms of fatigue management and other potential health issues? What would be the best course of action in this situation? Reference List Alroomi, A. S., & Mohamed, S. (2021). Occupational Stressors and Safety Behaviour among Oil and Gas Workers in Kuwait: The Mediating Role of Mental Health and Fatigue. International Journal of Environmental Research and Public Health, 18(21), 11700. https://doi.org/10.3390/ijerph182111700 Beaulieu, L., Seneviratne, C., & Nowell, L. (2023). Change fatigue in nursing: An integrative review. Journal of Advanced Nursing, 79(2), 454–470. https://doi.org/10.1111/jan.15546 Favre, S., Bajwa, N. M., Dominicé Dao, M., Audétat Voirol, M.-C., Nendaz, M., Junod Perron, N., Perneger, T., & Richard-Lepouriel, H. (2023). Association between burnout and stigma in physicians. PloS One, 18(4), e0283556–e0283556. https://doi.org/10.1371/journal.pone.0283556 Honn, K. A., Dongen, H. P. A. V., & Dawson, D. (2019). Working Time Society consensus statements: Prescriptive rule sets and risk management-based approaches for the management of fatigue-related risk in working time arrangements. Industrial Health, 57(2), 264–280. https://doi.org/10.2486/indhealth.SW-8 Zaslona, J. L., O’Keeffe, K. M., Signal, T. L., & Gander, P. H. (2018). Shared responsibility for managing fatigue: Hearing the pilots. PloS One, 13(5), e0195530–e0195530. https://doi.org/10.1371/journal.pone.0195530

Response 2:

RE: DISCUSSION TOPIC #1

by  Tsz Yeung MA - Saturday, 5 August 2023, 6:56 PM

Managing fatigue is vital for maintaining safety and productivity in the workplace. Traditionally individuals have been primarily responsible for managing their fatigue, ensuring they get rest outside of work hours. However, there is a growing consensus that fatigue management should be a shared responsibility between employers and employees. This shift acknowledges that workplace conditions significantly impact fatigue levels and that employers play a role in mitigating these factors. The shared responsibility for fatigue management concept fits well in Australia, where safety and welfare are highly valued. According to the Work Health and Safety Act 2011, employers should ensure the health and safety of their workers, including managing fatigue-related risks. This approach aligns with the principles of the International Labour Organisation, emphasising cooperation between employers and workers for security and health management. Recognising factors that contribute to fatigue is an aspect of shared responsibility. Factors such as working hours, night shifts, mentally demanding tasks, and high-stress environments can all lead to increased fatigue among workers. To minimise the impact of these factors, employers can adopt strategies. These may include implementing scheduling practices allowing for rest breaks introducing job rotation and creating a work environment that prioritises well-being. Encouraging responsibility also cultivates a culture of communication regarding fatigue. When fatigue management is seen as an effort, employees are more likely to feel comfortable discussing their fatigue levels and safety concerns without fear of consequences. This open dialogue enables the identification of fatigue-related risks. Allows for timely intervention to prevent accidents or errors caused by fatigue. Furthermore, distributing the responsibility for managing fatigue can lead to sustainable solutions. While individual strategies such as maintaining sleep habits and making lifestyle choices are crucial, they can only go so far if the work environment contributes to fatigue. By addressing this issue, solutions are more likely to be impactful. Empirical evidence supports this approach. A study by Dawson and McCulloch (2005) discovered that comprehensive systems for managing fatigue risks, with shared responsibility, were linked to safety outcomes in the transportation sector. Healthcare research has demonstrated that implementing strategies to manage fatigue, such as limiting work hours and providing rest breaks, can effectively reduce fatigue levels and enhance safety outcomes (Rogers et al., 2004). Speaking from my experience, I am taking an approach in the field that can significantly impact the happiness and productivity of kitchen staff. By prioritising a work-life balance, effective communication and teamwork, we can create an environment that promotes sustainable practices and reduces the risk of exhaustion-related incidents. This approach encompasses aspects such as maintaining work-life balance fostering communication and collaboration, delegating and rotating tasks providing training opportunities for skill development, ensuring a supportive atmosphere at work, regularly evaluating and making necessary adjustments and fostering camaraderie among colleagues. Encouraging a shared responsibility mindset empowers chefs to help their team members take charge of their well-being while actively managing fatigue. This ultimately leads to increased job satisfaction, exhaustion-related incidents and improved performance. As a chef, your leadership role in creating a work culture is vital for the success and well-being of your team. Recognising the importance of shared responsibility is vital for managing fatigue risks. Employers can establish a more productive work environment by acknowledging how workplace conditions contribute to fatigue and taking measures to address these factors. This approach aligns with Australia's emphasis on safety and health as supported by legislation and research findings. Furthermore, it fosters a work culture where fatigue can be openly discussed and collectively managed to benefit employees and the organisation. Dawson, D., & McCulloch, K. (2005). Managing fatigue: It's about sleep. Sleep Medicine Reviews, 9(5), 365–380. https://doi.org/10.1016/j.smrv.2005.03.002 Rogers, A. E., Hwang, W. T., Scott, L. D., Aiken, L. H., & Dinges, D. F. (2004). The Working Hours Of Hospital Staff Nurses And Patient Safety. Health Affairs, 23(4), 202–212. https://doi.org/10.1377/hlthaff.23.4.202

Response 3:

RE: DISCUSSION TOPIC #2

by  Elisabeta Memishaj - Monday, 31 July 2023, 1:16 PM

In the workplace, the main objective of fatigue risk management has been to minimize errors and incidents that are commonly associated with safety concerns. Although fatigue-related errors can result in serious consequences, it is crucial to acknowledge that shift work and chronic fatigue can also cause long-term health effects on workers (Monero et al., 2019). The focus might have been overshadowed for several reasons: First, some enterprises might prioritise short-term productivity and safety, overlooking the long-term impact on employee’s health (Litchfield et al., 2016). In some industries, implementing a short-term mindset in the workplace helps the company thrive. The organisational culture plays a significant role when such priorities are being implemented. Organizations tend to prioritize immediate safety concerns over long-term health effects when it comes to workplace regulations and guidelines (Litchfield et al., 2016). This is because they feel obligated to comply with the immediate requirements first. As there has been a limited awareness of the long-term exposure to shift work, it is now becoming increasingly evident that working shifts and experiencing chronic fatigue can have a significant impact on one’s long-term physical and psychological health (James et al., 2017). While research and awareness surrounding this issue have been on the rise, it may take some time for this knowledge to translate into actionable steps. Additionally, it can be tricky to link shift work to specific health issues due to many factors being potential contributors to such problems (James et al., 2017). As a result, it is challenging to isolate the impact of shift work alone, which can make it less of a priority when compared to safety risks that are easier to identify (Honn et al., 2019). Lastly, investing in fatigue risk management interventions that prioritize long-term health requires extra resources and commitment in funding (Honn et al., 2019). Some businesses may be hesitant to dedicate these resources to such initiatives if they don't see immediate results and benefits. To address such issues, the below interventions are recommended: To reduce the negative impact of prolonged shift work on health, it's crucial to implement flexible work schedules, rotation policies and ensure sufficient rest breaks during and between shifts (Gurubhagavatula et al., 2021; Khatatbeh et al., 2022). Furthermore, it is recommended to conduct routine health evaluations for employees who work in shifts (Khatatbeh et al., 2022). This can assist in detecting any potential health concerns at an early stage, thereby enabling timely medical interventions and support. It is important for organizations to carefully evaluate the risks associated with fatigue, including both immediate safety concerns and potential long-term health effects. By having a comprehensive understanding of these potential consequences, organizations can make more informed decisions (Gurubhagavatula et al., 2021. Raising awareness and implementing education on the impact of shift work amongst the team can help foster a healthy work culture and can be long term beneficial for the health of the employers and the sustainability of the company (Gurubhagavatula et al., 2021). Lastly, businesses should consider investing in comprehensive well-being programs that cater to both physical and psychological impacts (Lunde et al., 2020). These interventions may cover stress management, physical exercise initiatives, nutrition information and counselling to support mental health. My question for everyone to answer is: Is it ethical for businesses, especially small ones, to give shift work to international students? How would shift work impact this population? Reference List Gurubhagavatula, I., Barger, L. K., Barnes, C. M., Basner, M., Boivin, D. B., Dawson, D., Drake, C. L., Flynn-Evans, E. E., Mysliwiec, V., Patterson, P. D., Reid, K. J., Samuels, C., Shattuck, N. L., Kazmi, U., Carandang, G., Heald, J. L., & Dongen, H. P. A. V. (2021). Guiding principles for determining work shift duration and addressing the effects of work shift duration on performance, safety, and health: guidance from the American Academy of Sleep Medicine and the Sleep Research Society.  Journal of Clinical Sleep Medicine, 17(11), 2283–2306. https://doi.org/10.5664/jcsm.9512 Honn, K. A., Dongen, H. P. A. V., & Dawson, D. (2019). Working Time Society consensus statements: Prescriptive rule sets and risk management-based approaches for the management of fatigue-related risk in working time arrangements.  Industrial Health, 57(2), 264–280. https://doi.org/10.2486/indhealth.SW-8 James, S. M., Honn, K. A., Gaddameedhi, S., & Van Dongen, H. P. A. (2017). Shift Work: Disrupted Circadian Rhythms and Sleep—Implications for Health and Well-being.  Current Sleep Medicine Reports, 3(2), 104–112. https://doi.org/10.1007/s40675-017-0071-6 Khatatbeh, H., Hammoud, S., Khatatbeh, M., Oláh, A., & Pakai, A. (2022). Paediatric nurses’ burnout and perceived health: The moderating effect of the common work‐shift.  Nursing Open, 9(3), 1679–1687. https://doi.org/10.1002/nop2.1192 Litchfield, P., Cooper, C., Hancock, C., & Watt, P. (2016). Work and Wellbeing in the 21st Century.  International Journal of Environmental Research and Public Health, 13(11), 1065. https://doi.org/10.3390/ijerph13111065 Lunde, L.-K., Skare, Ø., Mamen, A., Sirnes, P. A., Aass, H. C. D., Øvstebø, R., Goffeng, E., Matre, D., Nielsen, P., Heglum, H. S. A., Hammer, S. E., & Skogstad, M. (2020). Cardiovascular Health Effects of Shift Work with Long Working Hours and Night Shifts: Study Protocol for a Three-Year Prospective Follow-Up Study on Industrial Workers.  International Journal of Environmental Research and Public Health, 17(2), 589. https://doi.org/10.3390/ijerph17020589 Monero, C. R. C., Marqueze, E. C., SARGENT, C., Wright, K. P., Ferguson, S. A., & Tucker, P. (2019). Working Time Society consensus statements: Evidence-based effects of shift work on physical and mental health.  Industrial Health, 57(2), 139–157. https://doi.org/10.2486/indhealth.SW-1

Response 4:

RE: DISCUSSION TOPIC #2

by  Tsz Yeung MA - Saturday, 5 August 2023, 8:22 PM

As a chef who has spent most of my career working extended hours, the long-term health effects of shift work have not received attention from most organizations in the hospitality industry. The main focus has always been minimizing risks and errors that can occur when cooks and chefs are fatigued and exhausted during their shifts. We prioritise ensuring service and preventing accidents caused by operating kitchen equipment while tired. However, throughout the years, I have observed that the constant late nights, mornings and switching between day and night shifts impact my health. And research supports this observation. The human body thrives on routine. A consistent sleep-wake cycle, which is disrupted by shift work. Studies indicate that shift workers are more susceptible to diseases, heart problems, obesity, mental illness, and gastrointestinal issues and are more prone to infections due to weakened immune systems. (Wang et al., 2011) So why has little attention been given to these health impacts? One primary reason is that these health problems often take years or even decades. They are not risks or crises, like someone cutting their hand because they are too exhausted to handle a knife properly. The hospitality industry is known for its paced nature, focusing on day-to-day operations rather than long-term planning. It can be challenging to think ahead, like 10 or 20 years later. One issue that often goes unnoticed is the development of health problems related to shift work. This makes dismissing or not connecting these problems directly to our work schedules easier. (Rogers et al., 2004b) Additionally, doctors face difficulties in proving that someone's disease was explicitly caused by shift work. Consequently, it tends to go under the radar compared to safety incidents easily attributed to fatigue. It's important to acknowledge that various factors, such as stress, diet and lack of exercise, contribute to health. Organizations may argue that it's a worker's responsibility to lead a lifestyle and cannot solely blame scheduling practices. However, offering some support and resources would be fair and reasonable. Employers have the opportunity to take care of their hardworking staff who work shifts. Measures like allowing breaks implementing job rotation, providing days off between shifts, and establishing health screening programs can make a difference. Improving workplace culture and offering counselling services can also encourage workers to feel comfortable discussing their health concerns of pushing through them. It is equally important for managers to receive training on managing fatigue. These small steps can have an impact over time. If there were one thing I could change throughout my years as a chef, it would be ensuring that all kitchens actively prioritize the long-term well-being of their staff alongside safety measures. It's important for us to work in environments that not optimize our performance but also prioritize our health. Let's put an end to disregarding the health impacts simply because they may take time to manifest. It's about time we stopped treating kitchen crews as machines working day and night without consequences. Showing concern for your employees also means considering their quality of life in the 10 or 20 years rather than solely focusing on the next 10 or 20 hours. Rogers, A. E., Hwang, W. T., Scott, L. D., Aiken, L. H., & Dinges, D. F. (2004b). The Working Hours Of Hospital Staff Nurses And Patient Safety. Health Affairs, 23(4), 202–212. https://doi.org/10.1377/hlthaff.23.4.202 Wang, X., Armstrong, M., Cairns, B. J., Key, T. J., & Travis, R. C. (2011). Shift work and chronic disease: the epidemiological evidence. Occupational Medicine, 61(2), 78–89. https://doi.org/10.1093/occmed/kqr001

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