By Jade Olivio | 22-23

Between 2019 and 2022, there has been a 45% increase in sickness absence rates nationally, with each business recording an average of 133 sick days per year (People HR, 2023). During that time, mental health conditions were listed as the reason for around 10% of sickness absence from work each year (ONS, 2023).

The increase of home working has now become the ‘new normal’ and the distinction between work and home remains unclear for many. Research has found that people who were more frequently crossing the boundaries of work and home life, by using ICT at home for work, were more likely to have a poorer quality of sleep due to interference with psychological detachment (Barber & Jenkins, 2013), which is known to have associated risks with suicide ideation, smoking, and alcohol use (Vail-Smith et al., 2009).

Using ICT at home for work has become an easier task as many work-based apps are now available on our personal smartphones. This has enabled people to become permanently online and available to everyone, including work colleagues (Vorderer, et al., 2018). As a result of the ability to invade one’s privacy at any moment, and apps having things such as ‘online’ and ‘last seen’ features, people are under pressure to be available and to respond quickly to notifications and messages due to social obligation (Bayer et al., 2015; Campbell et al., 2014; Forgays et al., 2014).

Evidently, the UK workforce is struggling with their health and wellbeing, with 1.8 million people in the UK suffering with work-related ill health directly (DWF, 2023). Given that the average person spends a significant amount of their life in employment, something needs to be done to ensure that this crisis does not continue to rise. Not only are there clear individual gains to improved wellbeing across the workforce, but there is also a strong business case for ensuring employee wellbeing is prioritised at work. Research by Deloitte (2022) estimated poor mental health at work to cost UK businesses £56 billion per year due to turnover, reduced productivity, and increased sickness days. Therefore, it is within both the employee’s and the employer’s interest to make sure that wellbeing at work is prioritised and improved.

Types of wellbeing

There are two main categories of wellbeing: affective and eudemonic wellbeing. Affective wellbeing (AW) is explained in terms of happiness, pleasure, and positive emotions. On the other hand, eudemonic wellbeing (EW) reflects the fulfilment of one’s nature, their meaning, and achieving self-actualisation (Ruini & Ryff, 2016).

How can we improve wellbeing at work?

1. Psychological detachment
   • Sonnentag & Fritz (2007) studied the factors of recovery from work and job demands and identified the strongest predictor of good wellbeing to be psychological detachment. Psychological detachment as a factor of recovery is supported by the effort-recovery model, which suggests that people can recover from work once there is a break in the demands called upon during work (Meijman & Mulder, 1998). According to Sonntentag & Bayer (2005), the benefits of psychological detachment can be rather immediate, with people reporting better mood at the end of the evening in which they have been able to detach from work. When people are not able to recover from work, there can be implications for their physical and mental health (Sonnentag & Fritz, 2007).
2. Job Control
   • The job demand control model (Karasek, 1979) outlines how people’s job demands, and their level of job control can predict one’s strain levels (Figure 1). Karasek found that the job demands do not have a significant effect on strain levels; it is job control which ultimately determines the person’s strain. Karasek found that for those with high demand but low control, people were more prone to depression and anxiety. On the other hand, when one had high demands and high control, they are in a motivational learning space, beneficial to the employee and the organisation.

Figure 1: the job demand-control model (Karasek, 1979)

Aims of this research:

• Investigate the effects of time spent on workplace communications after hours on affective and eudemonic wellbeing.
• Understand the interaction of job control on time spent on workplace communications after hours and wellbeing.
• Understand the interaction of psychological detachment on time spent on workplace communications after hours and wellbeing.

Main findings of this research:

• Spending more time on workplace communications after hours (TOC) predicted an increase in eudemonic wellbeing (EW).
• Psychological detachment moderated the relationship between TOC and EW. This means that the relationship between increased TOC and increased EW was moderated by lower psychological detachment.  On the other hand, the relationship between increased TOC and decreased levels of EW was moderated by higher levels of psychological detachment.
• Psychological detachment mediated the relationship between TOC and EW. Whereby, TOC was negatively associated with psychological detachment and psychological detachment was positively associated with EW.
• Job control was a moderator for the relationship between TOC and EW. The relationship between increased TOC and increased EW was moderated by lower job control. On the other hand, the relationship between increased TOC and decreased levels of EW was moderated by higher levels of job control.
• Job control mediated the relationship between TOC and affective wellbeing (AW). Whereby there was a positive association between TOC and psychological detachment, and a positive association between psychological detachment and AW.

What does this mean for organisations?

Giving people access to their workplace communications outside of work hours may benefit their EW. Organisations can implement this by making logging into such platforms available on personal devices, or supplying staff members with workplace devices if there are security risks. However, as much of the wider literature demonstrates the risk to wellbeing when people are spending hours after work on their emails for example (Duranova & Ohly, 2016), organisations may want to proceed with caution when making this consideration.

The findings of this research and previous work by Karasek (1979) demonstrate that job control is an important aspect of people’s wellbeing. Therefore, it may be suggested that having access to workplace communications on personal devices or outside of work hours must be a choice for employees and must not be forced upon them.

Spending time after hours on workplace communications must also be done within reason. For example, if there are a few hours spent during the week after work to catch up on emails this was found to be beneficial for participant’s EW. However psychological detachment was still a significant predictor of affective and EW too. Therefore, employees need to maintain a work-life balance and be able to switch off from work so that there is not a constant connection (Vail-Smith et al., 2009).

References

Barber, L. K., & Jenkins, J. S. (2013). Creating technological boundaries to protect bedtime: Examining work–home boundary management, psychological detachment and sleep. Stress and Health, 30(3), 259-264.

Bayer, J. B., Campbell, S. W., & Ling, R. (2016). Connection cues: Activating the norms and habits of social connectedness. Communication Theory, 26(2), 128-149.

Campbell, S. W., Ling, R., & Bayer, J. B. (2014). The structural transformation of mobile communication: Implications for self and society. In Media and social life (pp. 176-188). Routledge.

Ďuranová, L., Ohly, S., Ďuranová, L., & Ohly, S. (2016). Conceptual framework with the focus on recovery and well-being processes. Persistent Work-related Technology Use, Recovery and Well-being Processes: Focus on Supplemental Work After Hours, 61-92.

DWF. (2023, January 26). HSE annual work-related ill health and injury statistics: DWF group. DWF. https://dwfgroup.com/en/news-and-insights/insights/2023/1/hse-annual-work-related-ill-health-and-injury-statistics#:~:text=1.8%20million%20workers%20suffered%20from,disorders%20(27%25%20477%2C000) (last visited: 23/11/2023)

Forgays, D. K., Hyman, I., & Schreiber, J. (2014). Texting everywhere for everything: Gender and age differences in cell phone etiquette and use. Computers in Human Behavior, 31, 314-321.

Karasek Jr, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative science quarterly, 285-308

Meijman, T. F., & Mulder, G. (1998). Psychological aspects of workload. In P.J. D. Drenth, & C. J. de Wolff (Eds.),Handbook of work and organizationalpsychology: Volume 2: Work psychology(pp. 5–33). Hove, England:Psychology Press

Office for National Statistics. (2023, April 25). Sickness absence in the UK labour market: 2022. Sickness absence in the UK labour market – Office for National Statistics. https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/labourproductivity/articles/sicknessabsenceinthelabourmarket/2022#reasons-for-sickness-absence (last visited: 23/11/2023)

People HR. (2023, May 9). Sick leave report 2023: UK sickness absence rates. Sick Leave Report 2023: UK Sickness Absence Rates. https://www.peoplehr.com/en-gb/resources/blog/sick-leave-report-how-are-different-industries-faring/#The-current-status-of-sick-leave-in-the-UK (last visited: 21/11/2023)

Ruini, C., & Ryff, C. D. (2016). Using eudaimonic well‐being to improve lives. The Wiley handbook of positive clinical psychology, 153-166.

Sonnentag, S., & Bayer, U. V. (2005). Switching off mentally: predictors and consequences of psychological detachment from work during off-job time. Journal of occupational health psychology, 10(4), 393

Sonnentag, S., & Fritz, C. (2007). The Recovery Experience Questionnaire: development and validation of a measure for assessing recuperation and unwinding from work. Journal of occupational health psychology, 12(3), 204.

Vail-Smith, K., Felts, W. M., & Becker, C. (2009). Relationship between sleep quality and health risk behaviors in undergraduate college students. College Student Journal, 43(3), 924-930.

Vorderer, P., Hefner, D., Reinecke, L., & Klimmt, C. (2018). Permanently online, permanently connected: Living and communicating in a POPC World. Routledge, Taylor & Francis Group.

By Manvi Panchal | 22-23

In the grand tapestry of the digital age, there’s a thread that has woven itself prominently into
the fabric of professional development: LinkedIn. Far from being a static repository of online
resumes, our in-depth research unveils LinkedIn as a vibrant marketplace of ideas,
opportunities, and growth for young professionals.

For many, it’s more than a virtual CV; it’s a dynamic universe of opportunities, insights, and
connections. Our study, inspired by a deeper exploration of LinkedIn as depicted in
“Maximizing Career Advancement Opportunities for Young Adults,” unveils how this
platform is becoming an indispensable tool for career growth, while also touching upon the
psychological intricacies associated with its use.

The Individual’s Journey on LinkedIn

1. Crafting a Digital Persona: As your LinkedIn profile tells your professional story,
   you have the autonomy , your LinkedIn profile is a canvas, waiting to be painted with
   your experiences, skills, and aspirations. It’s a place where you can narrate your
   unique professional story, capturing the essence of who you are and where you aim to
   be (Business School, 2023).
2. Global Networking: Gone are the days when networking events were restricted to hotel banquet rooms. With LinkedIn, the world is your oyster. Engaging with industry stalwarts, attending international webinars, or simply conversing with a peer across the globe – the boundaries are blurring (Tsironis & Tsagarakis, 2023). Whether it’s a virtual coffee chat with a peer in Paris or a seminar hosted from Tokyo, the world is truly within reach.
3. Continuous Learning: LinkedIn is a treasure trove of knowledge. Staying updated is no longer a luxury but a necessity, and LinkedIn ensures you’re always in the loop. The platform offers an array of articles, research papers, and trending discussions. By staying updated, you ensure that your professional knowledge never stagnates (Kennedy, 2019).

Organizations: Adapting to the LinkedIn Revolution

1. Talent Acquisition in the Digital Age: By resonating with young professionals on
   LinkedIn, organizations can attract the brightest minds, ensuring continued innovation
   and dynamism. Through LinkedIn, organizations can also discover potential
   candidates who might not be actively job-hunting but are perfect fits for roles
   (Mosher, 2021).
2. Engagement Beyond Recruitment: Beyond job postings, LinkedIn offers organizations a platform to narrate their brand story. Through posts, articles, and videos, companies can offer insights into their culture, values, and vision, resonating with potential candidates on a deeper level (Clark, 2021).
3. Strategic Market Analysis: Beyond HR functions, LinkedIn offers insights that can help organizations stay ahead of the curve. Marketing, R&D, and strategy teams can gauge market sentiments, understand emerging trends, and identify potential opportunities or threats (van Dijck, 2013).

The Psychological Nuances of LinkedIn

Our research, inspired by insights from professionals, uncovered several psychological
dynamics associated with LinkedIn:

1. Social Media Envy: Observing peers’ milestones can sometimes stir feelings of
   inadequacy or envy. But it’s vital to understand that LinkedIn, like all social media,
   showcases selected highlights. It’s essential to focus on your journey and growth. Our
   research recommends setting personal benchmarks rather than comparing with others,
   which can lead to a more fulfilling experience on the platform (Wu & Xiang, 2018).
2. Navigating Frustration: The virtual realm is rife with uncertainties. Not receiving a response to an application or a message can be disheartening. It’s crucial to remember that these instances aren’t personal failures. Our study suggests focusing on quality over quantity—targeted applications and tailored messages often yield better results than mass outreach (Aglae Casimirius, 2020).
3. Mental Wellness Breaks: The constant influx of notifications and updates can be overwhelming. Recognizing the need for a digital detox is pivotal. Periodic breaks can rejuvenate your mind, offering clarity and perspective. Our research participants emphasized the importance of maintaining a work-life balance, even in the digital realm (Bayer et al., 2022).

Gleaning Insights from Our Study

Our meticulous research ventured beyond the surface. Through in-depth interviews with 12
vibrant professionals, we unearthed patterns, strategies, and even challenges faced by users:

• The Importance of Active Engagement: It’s not enough to be on LinkedIn; one must be active. Those who actively partake in discussions, share insights, and network regularly often find more tangible career opportunities on LinkedIn.
• Value of Genuine Connections: Having 500+ connections is great, but how many of those are meaningful? Our research indicates a smaller, focused network often yields better opportunities than a vast, impersonal one. Quality trumps quantity. A network of 100 meaningful connections can be more valuable than 1000 superficial ones.
• The Double-Edged Sword of Recommendations: Recommendations can significantly bolster a profile. A genuine recommendation can enhance the credibility of a profile manifold. However, generic or inauthentic endorsements can often be counterproductive.

For Individuals:

• Engage with Authenticity: Authenticity resonates. Share posts that genuinely interest you, and engage in discussions that you’re passionate about. Genuine interactions often lead to meaningful opportunities.
• Celebrate Every Milestone: LinkedIn offers numerous courses and learning pathways. Investing time in these can significantly enhance your profile and skill set. Whether it’s a completed course or a small project, every achievement is a step forward.

For Organizations:

• Highlight Employee Stories: Showcasing genuine employee experiences can significantly enhance brand perception. Highlighting employee achievements or stories can significantly boost brand perception. It sends a message that the company values its people.
• Open Dialogues: Engaging with feedback and facilitating discussions can offer invaluable insights. Engage with comments and feedback on your posts. It’s a direct line to your audience, providing invaluable insights.

The Final Word

LinkedIn is not just a platform; it’s a catalyst for professional growth and organizational
excellence. For young professionals, it opens doors to global opportunities, and for
organizations, it offers a lens to view the aspirations and capabilities of this new generation.
In summation, LinkedIn, with its myriad opportunities and challenges, is a reflection of
today’s evolving professional landscape. As the lines between our digital and real-world
personas blur, understanding and optimizing our LinkedIn presence becomes paramount.
Whether you’re at the dawn of your career or helming an organization, LinkedIn offers a
treasure trove of opportunities, waiting to be unlocked.

So, are you ready to unlock your LinkedIn potential?

References
Aglae Casimirius, S. (2020). Frustration & Recruitment. Www.linkedin.com.
https://www.linkedin.com/pulse/frustration-recruitment-stephanie-aglae-casimirius
Bayer, J. B., Anderson, I. A., & Tokunaga, R. S. (2022). Building and breaking social media
habits. Current Opinion in Psychology, 45, 101303.
https://doi.org/10.1016/j.copsyc.2022.101303
Business School, T. V. (2023). Crafting Your Digital Persona: Building a Powerful Online
Brand. http://Www.linkedin.com. https://www.linkedin.com/pulse/crafting-your-digital-
persona-building-powerful-brand-the-virtual-/
Clark, B. (2021, May 11). Leverage LinkedIn’s Information Gold Mine: Company Pages.
Job-Hunt. https://www.job-hunt.org/linkedin-company-pages/
Kennedy, M. (2019). PRODUCT REVIEW / ÉVALUATION DE PRODUIT. Journal of the
Canadian Health Libraries. https://doi.org/10.29173/jchla29424
Mosher, A. (2021, March 3). Employee expectations are changing. Here are 5 ways to keep
up. Fast Company. https://www.fastcompany.com/90609572/employee-expectations-
are-changing-here-are-6-ways-to-keep-up
Tsironis, G., & Tsagarakis, K. P. (2023). Global Online networking for Circular economy
companies in fashion, apparel, and textiles industries, the LinkedIn platform. Current
Opinion in Green and Sustainable Chemistry, 100809.
https://doi.org/10.1016/j.cogsc.2023.100809
van Dijck, J. (2013). “You have one identity”: performing the self on Facebook and
LinkedIn. Media, Culture & Society, 35(2), 199–215.
https://doi.org/10.1177/0163443712468605
Wu, L., & Xiang, R. (2018). Social Media Envy: How Experience Sharing on Social
Networking Sites Drives Millennials’ Aspirational Tourism Consumption. Sage
Journals.
https://drive.google.com/file/d/1iHkN2CrLmI3_9kKcbkmWiS1NTST5C9xn/view

By Amrita Sethi | 22-23

Employee Recovery – Why Is it Important?
Recovery is crucial for employees to recharge and rejuvenate, especially when there is protentional for stress, such as high work demands at work (Demerouti, Bakker, & Leiter, 2014). With almost half of UK employees already the risk of burnout (or chronic stress), only 40% of employees made full use of their annual leaves in 2022 (MacNaught, 2023). Recovery from work can be enhanced by disengaging from work, also known more formally as psychological detachment from work (Sonnentag & Fritz, 2007). Vacations are a great source of taking time off work, but are enough organisations encouraging a
vacation culture at the workplace?

Recovery and Job Performance
Several research has shown that employee performance is enhanced with improved recovery. For example, engaging in recovery experiences and activities during time off work can help employees replenish resources that are required to enhance job performance (Westman & Etzion, 2001). When employees feel like they can tackle job demands better, they are more likely to perform well at work (Fritz & Sonnentag, 2006).

Vacation Experiences
A recent study exploring the influence of vacations on UK employees has shown that employees may engage in different types of experiences during their vacation. It was found that employees either indulged in recovery experiences that can promote recovery(such as avoiding work, engaging in fun activities, or relaxing) or were involved with work thoughts mainly by negatively thinking about work or being reminded of work (Sethi, 2023). The following is a summary of vacation experiences that can help or hinder an employee’s recovery process according to the study:

Experiences that may improve recovery:

• Avoiding work-related tasks (e.g., no phone policy, muting notifications)
• Engaging in enjoyable activities (e.g., hiking, playing games)
• Doing things to relax (e.g., yoga, beach)
• Spending time with others (e.g., with family or friends)

Experiences that may hinder recovery:

• Negative thoughts about work (e.g., worrying about work)
• Being reminded of work (e.g., receiving emails from colleagues)
• Being involved with work-related tasks (e.g., working at nights)

Why should vacations be encouraged amongst employees?
Most employees return to work showing signs of improved recovery. A study found that employee well-being improved on many indicators after a vacation, including energy, mood, and satisfaction (de Bloom et al., 2010). Moreover, even shorter vacations can have a positive influence on employee recovery, with research showing that those who felt more relaxed, detached from work, or had quality time with closed ones felt more pleasurable (de Bloom, Geurts, & Kompler, 2012). Several studies have also shown
that vacations can reduce emotional exhaustion anxiety and depressed mood (Horan et al., 2021), while burnout levels remained low even after three weeks (Etzion, 2003).

Findings from a 2023 study found four main vacation benefits that were identified amongst UK employees (Sethi, 2023):

1. Higher energy levels
2. Increased social interactions
3. Feeling less stressed
4. Higher performance drive

What are the challenges returning from a vacation?
Although vacations can be a great opportunity for employees to escape from work demands, it may result in challenges at work, most of which are often overlooked by employers. A 2016 study suggested that employees might need time after a vacation to reset into the work mentality, also known as the adjustment period, which may also lead to a temporary decrease in engagement and productivity at work (Dettmers et al., 2016). Moreover, many vacation studies have also found that the benefits of a vacation faded out within a month, and even quicker with higher job demands (Kühnel & Sonnentag,
2011).

Here are some things UK employees struggle with, according to 2023 study by Sethi:

1. The need for a mental reset: employees may find it hard to re-adapt to the work mentality, through vacation withdrawals, or lack of engagement and focus with work.
2. Falling behind on tasks: employees find the need to catch up on work tasks, resulting in falling behind at the workplace, which may affect their well-being and performance.
3. Stress Re-lapse: Some employees may feel the return of stress levels as they transition back to work. This may be due to work demands or other external factors.

What can organisations do to help?

• First and foremost, organisations can promote employee well-being at the workplace by introducing or promoting a vacation culture, where employees are encouraged to take annual leaves and breaks from work, when possible. This can allow employees to disconnect to work stressors and indulge in recovery experiences to promote their overall health.
• Supervisors could also advise or guide their employees on experiences and activities they can indulge in while they are on vacation, such as doing things that promote enjoyment and pleasure, or suggesting relaxing holiday experiences that can help them recharge. It can also be emphasised that employees avoid work-related tasks so they can disengage from work during their vacation.
• It is also essential that employee workload is managed before, during and after vacation, in order to ensure a smoother transition between work and vacation. Supporting employees while they return to the work environment can help sustain vacation benefits, while minimising or slowing down the re-lapse of stress.
• Finally, it may also be useful for organisations to assess the influence of vacations by taking feedback from employees and making sure the necessary steps are taken to make any improvements or suggestions (Grawitch et al., 2007).

Concluding Remarks:
Vacations can prove beneficial for employee recovery and performance, and organisations are encouraged to promote a vacation culture at the workplace. However, necessary steps should be taken to ensure a smoother transition process back to work.