Casual Sickness Among Workers

Manawatu Times, Volume 62, Issue 34, 10 February 1937, Page 8

Casual Sickness Among Workers

TEMPERAMENTAL CAUSE. It is tho experience of all big business houses that a certain number vt days are lost in every; year by casual sickness among their workers. This bickness is not duo to epidemics or to uuy chronic weakness of individual workers, but arises rather from some “temperamental” cause, states tho {Sydney Sun. This phase of industrial unfitness is examined by tho British Medical Journal in an essay composed by Dr. T. M. Ling, medical officer for Joseph Lucas, Ltd., Birmingham, a machinery, motor and aeroplane business. Conditions of work, as well as vocational unsuitability, will interfere with tho use of the abilities tho worker actually possesses. “Maladjustment” occurs when the man has no aptitude for his allotted task, and also from adverse factors <ST lighting, ventilatiqn, and noise; but it is the regular aim in modern industry lo control all those conditions iyBeyond these, however, there are; “emotional” maladjustments. A case is quoted by Dr. Ling as an example:— A young man of 24 frequently became unfit for his work as a stock clerk, on account of severe headaches. Ho wanted to marry, but for two years had seen no chance of promotion, and his young lady “at times expressed herself somewhat forcibly” regarding his poor prospects.

Uis doctor advised him to discuss with his immediate boss his chances of promotion. This effected a cure; his headaches recur occasionally, but do not incapacitate him. Tho workers are not malingering in tho exact sense of tho word, but their ailment is nothing to which tho physician can give a precise name. Records of a number of British firms were

examined by the Industrial Health Research Board, to compile the results in casual sickness and absenteeism. These varied from three or four days in the year up to 15 days. Value of Rests. Professor (Julpin, of the Research Board, reached u rough general result; That where 80 per cent, were satisfied with their work tho absentee rate was low, where only 40 per cent, were satisfied, the sickness rate would bo high. Serious faults are found in the first line supervision—tho character and methods of the immediate boss or foreman. Insecurity is a powerful agent to cause the sickness of maladjustment. Professor (Julpin and Dr. May Smith, interviewing 1000 persons in employment, found in 300 of them “an unstable nervous make-up,” predisposing them to breakdown. Dr. Ling advises tho set training of young workers between 34 and 21 to combat each phase of maladjustment. Besides tho training and individual contact, ho sees value in tho “group” influence of day continuation schools. He concludes:— * ‘The problem of emotional dissatisfaction is forcing itself upon attention. As industry has come, through increased goodwill and various Factory Acts, to improve the physical environment, it must now give equal attention to securing the proper orientation of mind, as it affects the individual'r work, health, and behaviour.”