A study by researchers from multiple Australian universities into the uptake of health promotion programs in call centres shows that psychosocial hazards such as high job demands, low job control and excessive monitoring are the main barriers to the success of workplace health initiatives.
Contact centres—including telemarketing, customer service, and emergency services – are a major global industry with millions of employees around the world. Contact centre workers are known to be at high risk of experiencing recurrent and adverse work-related outcomes to both their physical and psychological health. The work is characterised by prolonged sitting, musculoskeletal disorders and poor mental health.
The promotion of health interventions and strategies to address health amongst contact centre workers has been challenging, with poor uptake and employees less likely to be involved in health promotion interventions compared to other types of workplaces.
To date there has been little exploration or understanding about what specific barriers might prevent these workers from participating in workplace health strategies. This study aimed to systematically review the existing research to provide an up-to-date overview of the specific target behaviours, barriers, facilitators and worker acceptability surrounding health promotion in contact centres.
Seven academic databases were searched and revealed 21 interventional, 33 observational and 24 grey literature reports that met the inclusion criteria. Risk of bias was assessed and information on target behaviours, barriers, facilitators and intervention acceptability were extracted.
The review identified that the most evident barriers to engagement in health strategies and initiatives were psychosocial work char and an unsupportive organisational culture.
In any organisation improving the psychosocial culture can only improve both psychological and physical outcomes for workers. Where hazards such as high job demands, poor change management, lack of support and excessive monitoring exist, workers are less likely to engage in proactive health programs and reticent to address hazards with management.
When senior management are supportive and involved, have knowledge and interest in the programs, and afford staff the time to participate in proactive safety initiatives, better outcomes can be expected for psychosocial and physical health in the workplace.
