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Employee drinking practices and work performance.

T W Mangione1, J Howland, B Amick

  • 1JSI Research & Training Institute, Boston, Massachusetts 02210, USA.

Journal of Studies on Alcohol
|March 26, 1999
PubMed
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Drinking behaviors, particularly alcohol dependence and drinking on the job, negatively impact work performance. Employers should implement policies and educational programs to address these issues.

Area of Science:

  • Occupational Health
  • Behavioral Science
  • Psychology

Background:

  • Workplace productivity is significantly influenced by employee behaviors.
  • Understanding the impact of alcohol consumption on job performance is crucial for organizational well-being.
  • Previous research indicates a link between alcohol use and negative work outcomes.

Purpose of the Study:

  • To investigate the independent effects of various drinking indicators on self-reported work performance.
  • To determine which specific drinking behaviors are most strongly associated with work-related problems.

Main Methods:

  • A cross-sectional survey of 6,540 employees across 16 worksites was conducted.
  • Data included average daily alcohol volume, drinking on the job, alcohol dependence (CAGE), and frequency of intoxication.

Related Experiment Videos

  • Work performance problems were assessed, and regression analyses controlled for demographic and job characteristics.

    • Main Results:

    • Increased frequency of work performance problems correlated with all four drinking measures.
    • Alcohol dependence, drinking on the job, and frequency of intoxication remained significant predictors of poor work performance after controlling for other factors.
    • While heavy drinkers reported more problems, lower-level drinkers accounted for a larger overall proportion of work performance issues due to their prevalence.

    Conclusions:

    • Clear workplace policies restricting on-the-job alcohol consumption are recommended.
    • Educational interventions for all employees about the link between drinking and work performance are advised.
    • Employee assistance programs should be complemented by broader educational initiatives.