Organizational Behavior

CASE: GENERAL MOTORS

Like most large companies, GM recognizes that the health and well-being of its employees is vital to the companys success. Healthier employees tend to be happier, more productive, miss fewer days of work, and have lower medical care costs. In response to this recognition, and because taking care of employees is the right thing to do, GM offers a number of health-related benefits and programs. As one example, the company offers LifeSteps, a wellness program for employees, retirees, spouses, and dependents. The core aspects of LifeSteps consist of newsletters on health education topics, free 24-hour access to nurses for health advice, and health assessments. The health assessments measure, among other things, behavioral risks (for example, amount of exercise, smoking, sleep, and alcohol consumption), biometric risks (for example, blood pressure, cholesterol, and HDL level), and attitudinal risks (for example, stress, life satisfaction, and overall physical health). Responses to the health assessment are used to derive estimates of the likelihood of developing diseases. Participants are given the results of their assessments, as well as suggestions about how the specific risks can be mitigated. Research into the program has shown that it improves subsequent risk status and wellness. These benefits, in turn, have reduced the rate of increase in medical costs, and additionally, saved millions of dollars in costs associated with absenteeism.Page 155 As another example, GM tested a program that targets injuries that often occur due to the repetitive motions involved in completing job tasks. The strains that result from repeatedly bending, squatting, twisting, and reaching are painful, reduce quality of life, and can shorten careers. Additionally, these injuries hinder productivity and result in absenteeism and costly workers' compensation claims. The program, called Work-Fit, involves trainers who monitor employees as they work on the lines. When the trainers see an employee doing something incorrectlyfor example, locking the knees while lifting something, or reaching up with elbows pointed outward while using a tool to attach a partthey offer guidance about how to do the activity in a way that creates less stress on the body. On some days, Work-Fit trainers teach classes on body mechanics and self-care, as well as conduct pre-work warmup stretching for teams of employees. GMs U.S. Workplace safety manager, Matt Sedlarik, indicated that the Work-Fit program encourages employees to think of themselves as industrial athletes, and that the positive results observed thus far more than justify the expense.

5.1 Would you describe the LifeSteps program as a proactive approach to managing employee health and wellness or a reactive approach? Explain. What about the Work-Fit program?

5.2 As mentioned, GM recognizes that the health and well-being of its employees is critical for its success. Why then does GM offer LifeSteps to the employees spouses and dependents?

5.3 How can the physical strains and the Work-Fit program be understood in terms of the stress process as it is described in the chapter?