Abstract
This study examined associations between trust, an important aspect of workplace social capital, with seven cardiovascular disease (CVD) risk factors (American Heart Association Life’s Simple 7 (LS7)): smoking, obesity, low physical activity, poor diet, diabetes, high cholesterol, and high blood pressure. Data are from the U.S. Gallup-Sharecare Well-Being Index (2010–2012), a nationally representative telephone survey of U.S. workers (n = 412,884). The independent variable was the response to a work environment (WE) question as to whether their supervisor always creates an open and trusting environment. Regression models were adjusted for demographic characteristics with each of the LS7 CVD risk factors as dependent variables. Twenty-one percent of workers reported that their supervisor did not create an open and trusting environment. Trust was associated with increased adjusted odds of having many of the LS7 CVD risk factors. Among those workers whose supervisor created a mistrustful environment, the odds ratios were greatest (>20%) for having four or more of the LS7 CVD risk factors.
Highlights
Cardiovascular disease (CVD) continues to be a costly and significant problem and is the leading cause of death in the United States [1]
The current study examines whether trust, an important aspects of social capital, is associated with the seven CVD risk factors identified in the American HeartAssociation (AHA) Life’s Simple 7 (LS7) screening tool
The findings of this study suggest that lower workplace social capital, as measured by the Well-Being Index (WBI), is associated with higher odds of having one or more of the LS7 CVD risk factors
Summary
Cardiovascular disease (CVD) continues to be a costly and significant problem and is the leading cause of death in the United States [1]. Numerous studies have examined associations between work stress and CVD [7,8,9,10,11,12,13,14,15,16]. Many studies have examined associations between work organization and workplace psychosocial factors with CVD and its risk factors [17,18,19,20,21,22,23,24]. Attention has more recently been given to the role of work engagement and cardiovascular reactivity [28] and forms of organizational justice that share some aspects of the effort-reward model [29,30,31,32,33]
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