Objective: To assess the work impact of depression. Methods: A review of research articles published since 2002, reporting on the magnitude and/or nature of depression's impact on work. Results: This ...research is characterized by the use of three outcome indicators (employment status, absenteeism, and presenteeism metrics) and three research designs (population-based, workplace, and clinical). The literature documents that, compared to non-depressed individuals, those with depression have more unemployment, absences, and at-work performance deficits. Methodological variation makes it difficult to determine the magnitude of these differences. Additionally, the research suggests that the work impact of depression is related to symptom severity and that symptom relief only partly reduces the adverse work outcomes of depression. Conclusions: Research has contributed to knowledge of the multidimensional work impact of depression. Further developing intervention research is an important next step.
Other data sources included CMS MA enrollment data, hospital closures identified from the University of North Carolina Cecil G. Sheps Center for Health Services Research, mergers and acquisitions ...identified from Irving Levin Associates,16 hospital characteristics from the American Hospital Association (AHA) Annual Survey, financial distress calculated from the CMS Cost Reports,17 hospital market characteristics from the American Community Survey,18 and state Medicaid expansion status from KFF.19 Primary Dependent Variables We examined 2 outcomes: financial distress and closure. ...we examined characteristics of hospitals with high (≥ 20%) and low (< 20%) MA penetration. ...we estimated survival models to quantify the association between MA penetration and hospital closure. ...MA penetration corresponds to 1 year before each event.
Do Workplace Health Promotion (Wellness) Programs Work? Goetzel, Ron Z.; Henke, Rachel Mosher; Tabrizi, Maryam ...
Journal of occupational and environmental medicine,
2014-September, Letnik:
56, Številka:
9
Journal Article
Recenzirano
OBJECTIVE:To respond to the question, “Do workplace health promotion programs work?”
METHODS:A compilation of the evidence on workplace programsʼ effectiveness coupled with recommendations for ...critical review of outcome studies. Also, reviewed are recent studies questioning the value of workplace programs.
RESULTS:Evidence accumulated over the past three decades shows that well-designed and well-executed programs that are founded on evidence-based principles can achieve positive health and financial outcomes.
CONCLUSIONS:Employers seeking a program that “works” are urged to consider their goals and whether they have an organizational culture that can facilitate success. Employers who choose to adopt a health promotion program should use best and promising practices to maximize the likelihood of achieving positive results.
Objective
To assess the impact of hospital affiliation, centralization, and managed care plan ownership on inpatient cost and quality.
Data Sources
Inpatient discharges from 3,957 community hospitals ...in 44 states and American Hospital Association Annual Survey data from 2010 to 2012.
Study Design
We conducted a retrospective longitudinal regression analysis using hierarchical modeling of discharges clustered within hospitals.
Data Collection
Detailed discharge data including costs, length of stay, and patient characteristics from the Healthcare Cost and Utilization Project State Inpatient Databases were merged with hospital survey data from the American Hospital Association.
Principal Findings
Hospitals affiliated with health systems had a higher cost per discharge and better quality of care compared with independent hospitals. Centralized systems in particular had the highest cost per discharge and longest stays. Independent hospitals with managed care plans had a higher cost per discharge and better quality of care compared with other independent hospitals.
Conclusions
Increasing prevalence of health systems and hospital managed care ownership may lead to higher quality but are unlikely to reduce hospital discharge costs. Encouraging participation in innovative payment and delivery reform models, such as accountable care organizations, may be more powerful options.
Purpose.
To investigate the influence of the intensity of telecommuting on employee health.
Design.
Study design comprised a longitudinal analysis of employee demographic data, medical claims, health ...risk assessment data, and remote connectivity hours.
Setting.
Data from Prudential Financial served as the setting.
Subjects.
Active employees ages 18 to 64 years who completed the health risk assessment between 2010 and 2011 were the study subjects.
Measures.
Measures included telecommuting status and intensity, and eight indicators of health risk status (obesity, depression, stress, tobacco use, alcohol abuse, poor nutrition, physical inactivity, and an overall risk measure), with employee age, sex, race-ethnicity, job grade, management status, and work location as control variables.
Analysis.
Health risks were determined for nontelecommuters and telecommuters working remotely ≤8, 9 to 32, 33 to 72, and ≥73 hours per month. Longitudinal models for each health risk were estimated, controlling for demographic and job characteristics.
Results.
Telecommuting health risks varied by telecommuting intensity. Nontelecommuters were at greater risk for obesity, alcohol abuse, physical inactivity, and tobacco use, and were at greater overall risk than at least one of the telecommuting groups. Employees who telecommuted ≤8 hours per month were significantly less likely than nontelecommuters to experience depression. There was no association between telecommuting and stress or nutrition.
Conclusion.
Results suggest that employees may benefit from telecommuting opportunities.
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