Abstract
This study assessed the situation of Finnish cut-to-length (CTL) machine operators’ work well-being with workability index (WAI), investigated CTL machine operators’ lifestyle habits, and collected operators’ good practices to maintain and promote well-being and vitality at work. A questionnaire was conducted in electronic form, including questions concerning background information, work environment, work organisation, well-being at work and free time, and workability index. Mean WAI among respondents was 42.2 points (max. 49) falling into the rank »good«, while the current workability compared with the lifetime best was 8.2 (range 0–10). WAI was strongly impacted by age (p<0.000), the score declined during ageing, and standard deviation grew. The results were in line with previous WAI studies. Statistic differences were found between youngest age group (age≤25) versus all others. Compared to other studies and occupational groups, CTL machine operators’ WAI was average. Operators revered independent nature of work and forest as a working environment, thus promoting and maintaining well-being at work. Furthermore, breaks during work shift, with or without physical exercise, was recognised to ensure and retain vitality and concentration at work.
Highlights
Employees’ well-being at work manifests itself by one’s better commitment to the work and fluent collaboration with co-workers and the quality and productivity of work (Puttonen et al 2016)
Well-being at work is composed of the joint effect of several factors in and outside of work, and it can be promoted in different ways
Rauramo (2009) defines steps for well-being at work based on the theory of Maslow’s hierarchy, the five-tier model of human needs where the needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up
Summary
Employees’ well-being at work manifests itself by one’s better commitment to the work and fluent collaboration with co-workers and the quality and productivity of work (Puttonen et al 2016). As shown in studies (Kuoppala et al 2008, Vänni et al 2012, Ahola et al 2018), employees’ well-being at work and workability impacts e.g. productivity, atmosphere among staff and sick leaves. Employees’ wellbeing at work is one of the key resources that a thriving and profitable organisation can have. Rauramo (2009) defines steps for well-being at work based on the theory of Maslow’s hierarchy, the five-tier model of human needs where the needs lower down in the hierarchy must be satisfied before individuals can attend to needs higher up. In the Rauramo’s (2009) theory of
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