Nearly half of the professionally active individuals in Poland are mentally (47%) and physically (42%) exhausted, according to a report by the Association for Workplace Safety Coalition titled “Tired as a Pole at work: causes, effects and consequences.” This fatigue is most commonly experienced by individuals aged 25-34.
The study conducted by the Workplace Safety Coalition suggests that work-related fatigue is a complex phenomenon. It involves physical, psychological, and emotional aspects. The most commonly experienced symptom of fatigue among employees is a feeling of monotony and boredom at work (45%). Lack of motivation (41%) is the second most frequent issue. Employers, on the other hand, suffer from chronic fatigue (39%) and poor well-being, low mood (45%). Their primary source of fatigue is the necessity to be constantly on standby (36%).
Poles work longer hours than representatives of other nations. Employees in the study spend nearly 41 hours at work weekly, while employers spend even more, approximately 44 hours per week. This is more than the average in the European Union (3 hours extra) and the global average (6 hours extra), as indicated by Eurostat data.
Fatigue can lead to a diminished desire to work. According to a 2023 Gallup report, the common practice among employees worldwide is a so-called “quiet exit” from work, i.e., merely performing job duties without engaging emotionally or participating in additional projects.
“Experiencing constant stress, being in constant noise, or under high physical and mental pressure leads to costly and often irreversible changes. We lose our motivation for work, burnout, and experience physical discomfort. As a result, productivity decreases, the standard of tasks performed worsens and the likelihood of making mistakes increases,” says Marta Wojewnik, Chairwoman of the Workplace Safety Coalition and Managing Director of CWS Workwear.
No systematic approach to fatigue prevention
Actions taken by employees and employers to combat their work fatigue are individual in nature. Employees plan short breaks and rests to refresh their mind and body (38%) and end work at designated hours (36%). They are reluctant to ask for help from team members (16%), discuss potential changes in working time organization with their superiors (12%), or change their job responsibilities or position (9%).
“We increasingly observe the use of psychological support in cases of excessive and persistent fatigue, especially mental fatigue. This is most relevant for the youngest group of employees aged 18-24. However, it’s worth noting that this group spends the least time at work. This may indicate high self-awareness and the desire to maintain a clear boundary between private and professional life,” emphasizes Elżbieta Rogowska, an expert at the Workplace Safety Coalition and Operational Vice President at PW Krystian.
Effort to combat fatigue still under the radar of employers
The data shows that nearly 4 out of 10 employers take actions to combat employees’ fatigue in their company, and 23% have not yet taken any but plan to change this. Among the practices already in place or planned are additional breaks at work (52%), evenly dividing responsibilities, and avoiding overloading employees with too much work (38%), and allowing flexible or remote / shift work (37%). Only 24% of employees acknowledged that fatigue and its implications were addressed during health and safety training.
“From fatigue to inattention or accidents is a short step. This is particularly noticed by industrial sector representatives, who, according to the respondents, clearly see the impact of fatigue on the number of accidents or the potential occurrence of a workplace accident. Prevention will always be cheaper than treatment,” says Ewa Gawrysiak, an expert at the Workplace Safety Coalition and Regional Manager CEE at TenCate Protective Fabrics.
The survey for the report was conducted from July 2-9, 2024, by SW RESEARCH Market and Opinion Research Agency. Telephone interviews (CATI) were conducted with employer representatives (N=200). The group of employees (N=1034) consists of individuals outside the management staff. Online interviews (CAWI) were conducted with employees.
Source: https://managerplus.pl/zmeczenie-wypala-pracownikow-67755
