AN article in the Jamaica Observer on May 3, 2017 had the unfortunate title, “Tufton says CRH biggest public health challenge in 2016/17”. Dr Garth Rattray, in a subsequent post in the Jamaica Gleaner on May 27, 2017, referred to the facility, Cornwall Regional Hospital (CRH), as a “sick building”. This hospital was forced to operate at limited capacity due to poor ventilation and noxious fume-leaking.

As I reflected, I remember that I frequently visited CRH as a child, my mother was a nurse for over 30 years, and I was also a former employee. Whereas we are now out of the danger zone as work is ongoing to restore the facility, it begs the question, how many persons develop conditions they are now living with or have been fatal due to their exposure as employees at CRH?

I can say a few of my mother’s friends died from various conditions including cancer. While no studies have been done to attribute their place of employment to their disease state, in hindsight, I reflect. This article explores the intersection of occupational diseases on job performance, productivity, and the overall success of human resource initiatives.

Occupational diseases are health conditions directly related to an individual’s work environment and are particularly prevalent in high-risk industries such as manufacturing, construction, healthcare, mining, and chemical production. The
Britannia Dictionary states that such illnesses are caused by biological, chemical, physical, and psychological elements encountered during work or in the workplace. Literature informs that in 1919, the year of its creation, the International Labour Organization (ILO) declared that anthrax was an occupational disease. In 1925, the first ILO List of Occupational Diseases was established by the Workmen’s Compensation (Occupational Diseases) Convention (No 18).

ILO’s Encyclopaedia of Occupational Health and Safety provided another perspective that distinguishes between work-related diseases (aggravated by work) and occupational diseases (pathological diseases). These diseases include respiratory conditions, musculoskeletal disorders, skin conditions, and more severe conditions such as cancer, which have far-reaching consequences for the individuals affected, their employment, and society as a whole. In the context of human resource development (HRD), strategic human resources management (SHRM), and public health, mitigating the effects of occupational diseases becomes crucial for maintaining a healthy workforce and reducing associated costs.

The impact of occupational diseases on human resources

Occupational diseases create significant challenges for HR departments in high-risk industries. The consequences include absenteeism, lower productivity, higher turnover rates, and increased healthcare costs. Additionally, HR professionals must contend with the legal and ethical implications of managing workers experiencing occupational illnesses, provide the necessary accommodations, and ensure compliance with safety regulations.

Job performance and productivity

Occupational diseases or work-related illnesses have a direct negative impact on job performance. When employees are affected by conditions such as chronic respiratory ailments like asthma, repetitive strain injuries, and the effects of chemical exposure, their capacity to execute tasks proficiently is compromised. Diminished physical or mental abilities can significantly impede both individual and team productivity. Support and accommodations must be available to all employees to contribute effectively, maintain high performance, and minimise operational costs for the organisation.

In high-risk industries where physical labour or exposure to hazardous substances is common, these impacts can be even more substantial; this may necessitate prolonged medical leave for workers, as in the case of workers at CRH, leading to costly replacements or reduced operational capacity, which could further strain the organisation’s financial health.

Retention and employee morale

High exposure to risk factors leading to occupational diseases often correlates with higher turnover rates in affected industries. Employees are more likely to leave jobs that compromise their health. This challenges the recruitment process by employers and has implications for the cost of onboarding, training new employees, and retaining them.

Beyond the physical impacts of occupational diseases, there is a profound effect on employee morale. When workers perceive their health is at risk or their safety is not a priority, their engagement and loyalty to the company are diminished. This can create a toxic workplace culture where distrust of leadership grows, exacerbating the public health issue of occupational diseases.

SHRM and public health

HRDs play a critical role in managing human capital. SHRM offers a framework for integrating long-term health strategies into HR practices. SHRM goes beyond traditional HR tasks such as hiring and payroll, instead focusing on aligning human resource policies with overall business goals will emerge as a priority. When addressing occupational diseases, SHRM provides organisations with tools to develop sustainable policies that prioritise employee well-being while supporting organisational objectives.

Health and safety policies

One of the primary responsibilities of SHRM in high-risk industries is to develop and enforce rigorous health and safety policies. In the context of Jamaica, these policies must be designed in alignment with the Occupational Safety and Health Act of Jamaica (2017), to mitigate the risk of occupational diseases, incorporating preventative measures such as regular health screenings, proper use of personal protective equipment, ergonomic workplace designs, and policies that reduce exposure to harmful substances.

In industries such as healthcare, where workers are constantly exposed to pathogens and hazardous materials, SHRM must ensure that infectious control protocols are in place. Similarly, in construction or mining, guidelines for safe equipment use, respiratory protection, and accident prevention are paramount to protecting workers from disease.

Training and development

Continuous training and development are crucial for ensuring that employees remain informed about the risks associated with their work and the preventive measures they can employ to safeguard their health. By offering comprehensive training on safety practices, ergonomic techniques, and personal protective equipment, SHRM can help mitigate the risk of occupational diseases.

Employee internalisation of these procedures is facilitated by integrating training into company culture, where safety becomes a fundamental aspect of day-to-day operations rather than an afterthought. Better compliance and fewer instances of work-related illnesses follow from this. Furthermore, employees are more likely to accept training as a necessary component of their career advancement rather than as a legal mandate when it is linked to professional development.

Through strategic human resource planning and crafting a curriculum emphasising the importance of health and safety in the workplace, leaders can prioritise safety education in training programmes, thereby creating an environment where preventive measures become second nature to employees.

Occupational diseases pose a significant public health issue, particularly in high-risk industries where workers are exposed to various hazards. The impact of these diseases on human resource management, job performance, productivity, and organisational success cannot be overstated. Employers can provide support by offering discretionary benefits such as flexible schedules, reassigning tasks, redeployment, remote working, and mental health benefits.

A collaborative effort is needed to reduce occupational diseases. By promoting a culture of safety, implementing strategies such as risk assessment, ergonomic improvements, health surveillance, offering preventive training, supporting wellness programmes, outlining clear policies and procedures, using technology such as IoT sensors to assess the environment, and compliance with regulations, HR executives, employers, and public health specialist can create a healthier, more productive work environment that prioritises employee well-being. In doing so, the organisations not only enhance job performance and reduce the financial burden of occupational diseases but also contribute to broader public health efforts to ensure a safer, healthier workforce.

Stephanie Mullings, EdD, MPh, BPharm, is a pharmacist, educator, entrepreneur and lecturer in epidemiology at the University of technology, Jamaica.