Effort-Reward-Imbalance - Revision history

S223232: /* Projectmanagement implications */

2023-05-09T21:43:26Z

Projectmanagement implications

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	* '''Psychological support''' Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems.		* '''Psychological support''' Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems.
	* '''Selection process and clear job description''' It should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.		* '''Selection process and clear job description''' It should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.
	* '''Dealing with affected persons''' There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps ~~<ref name="stiftung2016"/><ref name="siegrist2016"/> <ref name="Siegrist1996"/> <ref name="siegrist2004"/>.~~		* '''Dealing with affected persons''' There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps

			Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term for the company<ref name="stiftung2016"/><ref name="siegrist2016"/> <ref name="Siegrist1996"/> <ref name="siegrist2004"/>.
	Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term for the company.

	== Limitations ==		== Limitations ==

S223232: /* Projectmanagement implications */

2023-05-09T21:42:23Z

Projectmanagement implications

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	Possible implications for project managers include:		Possible implications for project managers include:

	* '''~~rewards~~''' As a project manager, ensure that the rewards of the project are clearly defined. Each project member needs to know what they are working towards and what they will receive in return for their efforts and effort in contrast. This includes monetary rewards such as salary and benefits but also intangible rewards such as recognition and opportunities for growth, advancement and development.		* '''Rewards''' As a project manager, ensure that the rewards of the project are clearly defined. Each project member needs to know what they are working towards and what they will receive in return for their efforts and effort in contrast. This includes monetary rewards such as salary and benefits but also intangible rewards such as recognition and opportunities for growth, advancement and development.

	* '''~~transparency~~''' Be clearly defined and transparent about the effort of the project being worked on. Project participants must have a clear understanding of the effort and results expected for the project. Realistic goals, milestones, and deadlines must be set and the appropriate resources and support needed to achieve them must be provided. By doing these two things, the effort and reward of the project will be calculable for each project member.		* '''Transparency''' Be clearly defined and transparent about the effort of the project being worked on. Project participants must have a clear understanding of the effort and results expected for the project. Realistic goals, milestones, and deadlines must be set and the appropriate resources and support needed to achieve them must be provided. By doing these two things, the effort and reward of the project will be calculable for each project member.
	* '''~~workload~~''' The project manager must ensure that the workload is feasible. Overloading the staff will result in an imbalance of effort and return and may lead to the health consequences described. Accordingly, the workload must be appropriate and distributed among enough project members. It is important to select the right number of project members to make this goal feasible.		* '''Workload''' The project manager must ensure that the workload is feasible. Overloading the staff will result in an imbalance of effort and return and may lead to the health consequences described. Accordingly, the workload must be appropriate and distributed among enough project members. It is important to select the right number of project members to make this goal feasible.
	* '''~~engagement~~''' As a project manager, it is important to involve and engage the project members in the project. If all members feel that they are responsible for their work and can control it themselves, the personal reward in the form of feelings of happiness when the project is successful is also increased. This leads to a more positive relationship between effort and return. It is important to encourage project members to participate in decision-making and problem-solving processes and to give them the opportunity for feedback and suggestions.		* '''Engagement''' As a project manager, it is important to involve and engage the project members in the project. If all members feel that they are responsible for their work and can control it themselves, the personal reward in the form of feelings of happiness when the project is successful is also increased. This leads to a more positive relationship between effort and return. It is important to encourage project members to participate in decision-making and problem-solving processes and to give them the opportunity for feedback and suggestions.
	* '''~~development~~''' The project manager should always make the project members feel that they have the opportunity to develop, grow and strengthen their skills through the project. Employees who feel that they are growing in their role are more likely to be satisfied have a better effort to reward ratio. The project manager should also provide training and development opportunities.		* '''Development''' The project manager should always make the project members feel that they have the opportunity to develop, grow and strengthen their skills through the project. Employees who feel that they are growing in their role are more likely to be satisfied have a better effort to reward ratio. The project manager should also provide training and development opportunities.
	* '''~~job~~ satisfaction''' In project management, job satisfaction is closely linked to project success as well as factors such as team dynamics, communication and leadership. When team members are satisfied with their work, they are more likely to be motivated and productive. Therefore, project managers must prioritize creating a positive work environment that promotes job satisfaction.		* '''Job satisfaction''' In project management, job satisfaction is closely linked to project success as well as factors such as team dynamics, communication and leadership. When team members are satisfied with their work, they are more likely to be motivated and productive. Therefore, project managers must prioritize creating a positive work environment that promotes job satisfaction.
	* '''~~team~~ cohesion''' The ERI model also suggests that social support and team cohesion can reduce the negative effects of effort-reward imbalance. In project management, team cohesion is critical to success because it fosters communication, collaboration, and a sense of common purpose. Project managers must prioritize building strong relationships among team members and fostering a supportive team culture. Joint activities as a project team can be helpful in increasing the sense of community <ref name="siegrist2016"/> <ref name="Siegrist1996"/> <ref name="siegrist2004"/>		* '''Team cohesion''' The ERI model also suggests that social support and team cohesion can reduce the negative effects of effort-reward imbalance. In project management, team cohesion is critical to success because it fosters communication, collaboration, and a sense of common purpose. Project managers must prioritize building strong relationships among team members and fostering a supportive team culture. Joint activities as a project team can be helpful in increasing the sense of community
			* '''Employee health prioritization in companies''' Financial interests should not take precedence over employee health. This requires a reordering of priorities. Of course, profit maximization must continue to be an important goal of a healthy company, but this should not be at the expense of employee health. Companies and project managers should use strategies to manage stress and improve the work climate to ensure a good working environment in the long term.
			* '''Psychological support''' Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems.
			* '''Selection process and clear job description''' It should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.
			* '''Dealing with affected persons''' There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps <ref name="stiftung2016"/><ref name="siegrist2016"/> <ref name="Siegrist1996"/> <ref name="siegrist2004"/>.


	Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term on the company. Financial interests should not take precedence over employee health. This requires a reordering of priorities. Of course, profit maximization must continue to be an important goal of a healthy company, but this should not be at the expense of employee health. Companies and project managers should use strategies to manage stress and improve the work climate to ensure a good working environment in the long term. Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems. Furthermore, it should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.		Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term for the company.
	There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps <ref name="stiftung2016"/>

	== Limitations ==		== Limitations ==

S223232: /* Depression */

2023-05-09T21:24:46Z

Depression

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	The German Depression Aid Foundation has determined that 11.3% of women and 5.1% of men in Germany suffer from depression. In terms of their severity, depression is one of the most underestimated diseases <ref name="stiftung2016"/>.		The German Depression Aid Foundation has determined that 11.3% of women and 5.1% of men in Germany suffer from depression. In terms of their severity, depression is one of the most underestimated diseases <ref name="stiftung2016"/>.
	2015, more people died by suicide (10,080) caused by depression in Germany than by drugs (1,226), traffic accidents (3,578), and HIV (371) combined <ref name="statistisches2015"/>. Depression is expressed in the form of impaired mood, as feelings of dejection, anxiety, loss of pleasure, emotional emptiness, lack of drive, loss of interest, and numerous physical complaints <ref name="hautzinger2010"/>. Faragher et al's meta-analysis of 485 studies and 267,995 study participants calculated the correlation of job satisfaction and depression.		2015, more people died by suicide (10,080) caused by depression in Germany than by drugs (1,226), traffic accidents (3,578), and HIV (371) combined <ref name="statistisches2015"/>. Depression is expressed in the form of impaired mood, as feelings of dejection, anxiety, loss of pleasure, emotional emptiness, lack of drive, loss of interest, and numerous physical complaints <ref name="hautzinger2010"/>. Faragher et al's meta-analysis of 485 studies and 267,995 study participants calculated the correlation of job satisfaction and depression.
	The correlation is positive ~~and is~~ <math>r=0.366</math>. Accordingly, there is a positive relationship between job satisfaction and depression. The meta-analysis makes it clear that employees who are subjectively lower in the hierarchy of the company are more likely to suffer.		The correlation is positive with <math>r=0.366</math>. Accordingly, there is a positive relationship between job satisfaction and depression. The meta-analysis makes it clear that employees who are subjectively lower in the hierarchy of the company are more likely to suffer.
	If the work does not provide adequate personal satisfaction, or even causes dissatisfaction, this can develop into persistent psychological stress over a longer period of time. The associated lower self-esteem increases the chance of suffering from mild depression or		If the work does not provide adequate personal satisfaction, or even causes dissatisfaction, this can develop into persistent psychological stress over a longer period of time. The associated lower self-esteem increases the chance of suffering from mild depression or
	anxiety. If this condition remains unresolved over an extended period of time, it can lead to emotional exhaustion, which can result in an increase in depression. In studies prior to 1980, the averaged correlation of job satisfaction and depression was <math>r=0.424</math> . This was followed by a slight increase to <math>r=0.446</math> by 1990, but since 1990 the value has dropped to <math>r=0.316</math> <ref name="faragher2003"/>. Workers with increased overcommitment have a 1.92-5.92-fold chance of experiencing psychosomatic symptoms such as depression compared to workers with low levels of commitment. The data reported by Van Vegchel et al. reviewed mostly only examined the relationship between Effort- Reward imbalance and overall psychosomatic health. Most of these studies found a positive correlation between ERI and psychosomatic outcomes. Workers who work in a high-effort-low-reward situation have an increased chance of 1.44-18.55% psychosomatic outcomes, such as depression <ref name="vanvegchel2005"/>. An analysis of existing studies conducted by Johannes Siegrist		anxiety. If this condition remains unresolved over an extended period of time, it can lead to emotional exhaustion, which can result in an increase in depression. In studies prior to 1980, the averaged correlation of job satisfaction and depression was <math>r=0.424</math> . This was followed by a slight increase to <math>r=0.446</math> by 1990, but since 1990 the value has dropped to <math>r=0.316</math> <ref name="faragher2003"/>. Workers with increased overcommitment have a 1.92-5.92-fold chance of experiencing psychosomatic symptoms such as depression compared to workers with low levels of commitment. The data reported by Van Vegchel et al. reviewed mostly only examined the relationship between Effort- Reward imbalance and overall psychosomatic health. Most of these studies found a positive correlation between ERI and psychosomatic outcomes. Workers who work in a high-effort-low-reward situation have an increased chance of 1.44-18.55% psychosomatic outcomes, such as depression <ref name="vanvegchel2005"/>. An analysis of existing studies conducted by Johannes Siegrist

S223232: /* Impact on health */

2023-05-09T21:22:56Z

Impact on health

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	== Impact on health ==		== Impact on health ==

	Health effects can be divided into physiological, mental, physical, and behavioral. A meta-analysis by Faragher et al. from ~~2005~~ provides a systematic review from 485 studies with a total size of 267,995 study participants on job satisfaction and consequences on health. The calculation yields a combined overall correlation of job satisfaction and health of r=0.370. Accordingly, a valid positive correlation exists <ref name="faragher2003"/>. The model describes that health consequences can arise from persistent stress reactions. Factors that have a high probability of triggering a stress response are called stressors and play an important role in the relationship of the ERI model and the health of the worker <ref name="greif1991"/>. The consequences of stress reactions and stress differ on the temporal and content levels. On the one hand, short-term consequences exist, such as fatigue, monotony, or satiety, however, on the other hand, there are numerous possible medium- to long-term consequences, such as depression. On the content level, the consequences of stress on health differ between the physiological, psychological, physical and behavioral levels (see figure 2, <ref name="kauffeld2019"/>). As a project manager, it is useful to be aware of the impact of effort-reward imbalance on health in order to generate implications for your own work and people management.		Health effects can be divided into physiological, mental, physical, and behavioral. A meta-analysis by Faragher et al. from 2003 provides a systematic review from 485 studies with a total size of 267,995 study participants on job satisfaction and consequences on health. The calculation yields a combined overall correlation of job satisfaction and health of r=0.370. Accordingly, a valid positive correlation exists <ref name="faragher2003"/>. The model describes that health consequences can arise from persistent stress reactions. Factors that have a high probability of triggering a stress response are called stressors and play an important role in the relationship of the ERI model and the health of the worker <ref name="greif1991"/>. The consequences of stress reactions and stress differ on the temporal and content levels. On the one hand, short-term consequences exist, such as fatigue, monotony, or satiety, however, on the other hand, there are numerous possible medium- to long-term consequences, such as depression. On the content level, the consequences of stress on health differ between the physiological, psychological, physical and behavioral levels (see figure 2, <ref name="kauffeld2019"/>). As a project manager, it is useful to be aware of the impact of effort-reward imbalance on health in order to generate implications for your own work and people management.

S223232: /* Hypotheses */

2023-05-09T21:19:47Z

Hypotheses

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	== Hypotheses ==		== Hypotheses ==

	~~Three~~ primary hypotheses ~~can be derived from the ERI model~~. First, the external ERI hypothesis, which states that ~~high~~ effort ~~combined with low~~ reward increases the risk of poor health. Second, the internal overload hypothesis ~~can be derived from the model~~. The ~~core~~ message of this hypothesis is that a high, critical level of overcommitment ~~also~~ increases the risk of ~~a deteriorating~~ health ~~state~~. ~~These two hypotheses are ideally rounded out with the~~ interaction hypothesis, which ~~suggests that~~ it is primarily the combination of too much effort combined with low reward and the assumption of too much obligation in the form of overcommitment that leads to an even higher risk of stress reactions <ref name="peter2002"/>.		The ERI model can be used to generate three primary hypotheses. First, there is the external ERI hypothesis, which states that putting in a lot of effort for a small reward increases the risk of poor health. Second, the model can be used to derive the internal overload hypothesis. The central message of this hypothesis is that a high, critical level of overcommitment increases the risk of health deterioration. The interaction hypothesis, which indicates it is primarily the combination of too much effort combined with low reward and the assumption of too much obligation in the form of overcommitment that leads to an even higher risk of stress reactions, completes the picture. <ref name="peter2002"/>.

	== Methodology used in project management ==		== Methodology used in project management ==

S223232: /* Structure and idea of the model */

2023-05-09T21:17:10Z

Structure and idea of the model

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	The goal of the model is to combine sociological information describing the work environment or setting, psychological information describing relevant person characteristics, and biological information describing immediate or long-term health outcomes. The model addresses the challenge of answering the question of what critical components of work life influence human health <ref name="Siegrist1996"/>. It is composed of three components, "effort," "reward," and "overcommitment," although "Overcommitment" was first added to the model in 1999 (see figure 1).		The goal of the model is to combine sociological information describing the work environment or setting, psychological information describing relevant person characteristics, and biological information describing immediate or long-term health outcomes. The model addresses the challenge of answering the question of what critical components of work life influence human health <ref name="Siegrist1996"/>. It is composed of three components, "effort," "reward," and "overcommitment," although "Overcommitment" was first added to the model in 1999 (see figure 1).

	The effort is described in the model as the employee's obligation to the employer <ref name="vanvegchel2005"/>. The concept of high effort can be divided into high extrinsic effort and high intrinsic effort. Extrinsic effort is the caused stress from outside, for example, in the form of work pressure or the general demands of the job. The high intrinsic effort defines above all the need for control, or the own motivation in a demanding work situation. Reward is described in the Effort-Reward-Imbalance model as professional reward in the form of money, appreciation and state control. In ~~the~~ model, the concept of ~~state~~ control, i.e., control over one's ~~own occupational own~~ professional status, is ~~highly relevant~~. This includes the availability of advancement opportunities and job security. The combination of these two conditions of low reward coupled with high effort can have negative effects on various areas of job satisfaction, but especially on health.		The effort is described in the model as the employee's obligation to the employer <ref name="vanvegchel2005"/>. The concept of high effort can be divided into high extrinsic effort and high intrinsic effort. Extrinsic effort is the caused stress from outside, for example, in the form of work pressure or the general demands of the job. The high intrinsic effort defines above all the need for control, or the own motivation in a demanding work situation. Reward is described in the Effort-Reward-Imbalance model as professional reward in the form of money, appreciation and state control. In this model, the concept of status control, i.e., control over one's professional status, is of great importance. This includes the availability of advancement opportunities and job security. The combination of these two conditions of low reward coupled with high effort can have negative effects on various areas of job satisfaction, but especially on health.

S223232: /* Limitations */

2023-05-09T21:05:42Z

Limitations

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	A precise socio-demographic and work-related analysis of the effects on health, would have ideally rounded off the evaluation of the empirical research. From the studies examined, it became apparent that there are differences in the severity of the burden between occupational groups. For example, a worker in nursing is exposed to different emotional stresses than a worker in finance. Furthermore, the evaluation of smoking behavior should be viewed critically, as the source cited there completed its research 30 years ago and this behavioral observation may have changed in the meantime. Unfortunately, more current sources could not be found. In the meantime, the fact that smoking has been banned in many professions may have reduced the number of regular smokers. In addition, the effects of Effort-Reward-Imbalance on behavior should be urgently re-examined in the future, as the type of drugs might have changed as well.		A precise socio-demographic and work-related analysis of the effects on health, would have ideally rounded off the evaluation of the empirical research. From the studies examined, it became apparent that there are differences in the severity of the burden between occupational groups. For example, a worker in nursing is exposed to different emotional stresses than a worker in finance. Furthermore, the evaluation of smoking behavior should be viewed critically, as the source cited there completed its research 30 years ago and this behavioral observation may have changed in the meantime. Unfortunately, more current sources could not be found. In the meantime, the fact that smoking has been banned in many professions may have reduced the number of regular smokers. In addition, the effects of Effort-Reward-Imbalance on behavior should be urgently re-examined in the future, as the type of drugs might have changed as well.
	Furthermore, the ERI model may not be appropriate to all job kinds and work environments. Some research has suggested that the model may be more relevant to high-stress, high-demand jobs than to low-stress, low-demand jobs.		Furthermore, the ERI model may not be appropriate to all job kinds and work environments. Some research has suggested that the model may be more relevant to high-stress, high-demand jobs than to low-stress, low-demand jobs.
	Finaly, because the model is primarily concerned with individual-level concerns, it may fail to adequately account for broader societal and organizational elements that contribute to job stress. Job instability, economic downturns, and company culture are examples of such causes <ref name="~~siegrist1996~~"/> <ref name="vanvegchel2005"/> <ref name="peter2002"/>.		Finaly, because the model is primarily concerned with individual-level concerns, it may fail to adequately account for broader societal and organizational elements that contribute to job stress. Job instability, economic downturns, and company culture are examples of such causes <ref name="Siegrist1996"/> <ref name="vanvegchel2005"/> <ref name="peter2002"/>.

	== Annotated Bibliography ==		== Annotated Bibliography ==

S223232: /* Abstract */

2023-05-09T21:01:55Z

Abstract

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	In 1986, Johannes Siegrist, a medical sociologist and university professor, designed the Effort-Reward-Imbalance Model to predict and explain the effects of high effort with low return on the health of the heart <ref name="vanvegchel2005"/>. This model has been further developed over the years and is used today to understand the effects of work on the health of the employee, in order to ideally prevent diseases. The model is designed to assess negative effects and stressful experiences at work and predict probabilities of illness. This imbalance can lead to a range of health problems such as stress, burnout, and depression <ref name="Siegrist1996"/>. Three primary hypotheses can be derived from the ERI model. First, the external ERI hypothesis, which states that high effort combined with low reward increases the risk of poor health. Second, the internal overload hypothesis can be derived from the model. The core message of this hypothesis is that a high, critical level of overcommitment also increases the risk of deteriorating health. These two hypotheses are ideally rounded out with the interaction hypothesis, which suggests that it is primarily the combination of too much effort combined with low reward and the assumption of too much obligation in the form of overcommitment that leads to an even higher risk of stress reactions <ref name="peter2002"/>. The topic is becoming increasingly relevant in the field of employee leadership and project management. Project managers and general managers must become aware of the dangers of the imbalance of effort and return in order to generate possible implications for their work and leadership.		In 1986, Johannes Siegrist, a medical sociologist and university professor, designed the Effort-Reward-Imbalance Model to predict and explain the effects of high effort with low return on the health of the heart <ref name="vanvegchel2005"/>. This model has been further developed over the years and is used today to understand the effects of work on the health of the employee, in order to ideally prevent diseases. The model is designed to assess negative effects and stressful experiences at work and predict probabilities of illness. This imbalance can lead to a range of health problems such as stress, burnout, and depression <ref name="Siegrist1996"/>. Three primary hypotheses can be derived from the ERI model. First, the external ERI hypothesis, which states that high effort combined with low reward increases the risk of poor health. Second, the internal overload hypothesis can be derived from the model. The core message of this hypothesis is that a high, critical level of overcommitment also increases the risk of deteriorating health. These two hypotheses are ideally rounded out with the interaction hypothesis, which suggests that it is primarily the combination of too much effort combined with low reward and the assumption of too much obligation in the form of overcommitment that leads to an even higher risk of stress reactions <ref name="peter2002"/>. The topic is becoming increasingly relevant in the field of employee leadership and project management. Project managers and general managers must become aware of the dangers of the imbalance of effort and return in order to generate possible implications for their work and leadership.

	This article reviews the structure and idea of the model, the hypotheses, the methodology, the impact on health, possible limitations ~~and~~ project management implications.		This article reviews the structure and idea of the model, the hypotheses, the methodology, the impact on health, possible limitations, project management implications and annotated bibliography.

	== Structure and idea of the model ==		== Structure and idea of the model ==

S223232: /* Limitations */

2023-05-09T20:59:48Z

Limitations

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	== Limitations ==		== Limitations ==

	First of all, the model lacks to take into account differences in how employees perceive effort and reward. Some employees, for example, may be pleased with smaller rewards, while others may consider the same rewards inadequate. Furthermore, the model may not effectively capture the intricate interplay of multiple workplace stressors, such as role ambiguity or disagreements with coworkers.		First of all, the model lacks to take into account differences in how employees perceive effort and reward. Some employees, for example, may be pleased with smaller rewards, while others may consider the same rewards inadequate. Furthermore, the model may not effectively capture the intricate interplay of multiple workplace stressors, such as role ambiguity or disagreements with coworkers.
			A precise socio-demographic and work-related analysis of the effects on health, would have ideally rounded off the evaluation of the empirical research. From the studies examined, it became apparent that there are differences in the severity of the burden between occupational groups. For example, a worker in nursing is exposed to different emotional stresses than a worker in finance. Furthermore, the evaluation of smoking behavior should be viewed critically, as the source cited there completed its research 30 years ago and this behavioral observation may have changed in the meantime. Unfortunately, more current sources could not be found. In the meantime, the fact that smoking has been banned in many professions may have reduced the number of regular smokers. In addition, the effects of Effort-Reward-Imbalance on behavior should be urgently re-examined in the future, as the type of drugs might have changed as well.
	~~Second~~, the ERI model may not be appropriate to all job kinds and work environments. Some research has suggested that the model may be more relevant to high-stress, high-demand jobs than to low-stress, low-demand jobs.		Furthermore, the ERI model may not be appropriate to all job kinds and work environments. Some research has suggested that the model may be more relevant to high-stress, high-demand jobs than to low-stress, low-demand jobs.
			Finaly, because the model is primarily concerned with individual-level concerns, it may fail to adequately account for broader societal and organizational elements that contribute to job stress. Job instability, economic downturns, and company culture are examples of such causes <ref name="siegrist1996"/> <ref name="vanvegchel2005"/> <ref name="peter2002"/>.
	~~Third~~, because the model is primarily concerned with individual-level concerns, it may fail to adequately account for broader societal and organizational elements that contribute to job stress. Job instability, economic downturns, and company culture are examples of such causes.


	== Annotated Bibliography ==		== Annotated Bibliography ==

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2023-05-09T20:53:37Z

Annotated Bibliography

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	Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term on the company. Financial interests should not take precedence over employee health. This requires a reordering of priorities. Of course, profit maximization must continue to be an important goal of a healthy company, but this should not be at the expense of employee health. Companies and project managers should use strategies to manage stress and improve the work climate to ensure a good working environment in the long term. Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems. Furthermore, it should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.		Overall, it is really important that companies and project managers recognize that a balanced relationship between effort and reward has a high significance for the health of the employee but also in the medium and long term on the company. Financial interests should not take precedence over employee health. This requires a reordering of priorities. Of course, profit maximization must continue to be an important goal of a healthy company, but this should not be at the expense of employee health. Companies and project managers should use strategies to manage stress and improve the work climate to ensure a good working environment in the long term. Large companies should be able to offer additional psychological support, especially for employees with diagnosed mental health problems. Furthermore, it should be mentioned that adjusting the selection process for hiring employees can prevent imbalance. The requirements that are placed on the applicant during the hiring process should be clearly defined. There should be no deviation from these clearly defined mental and physical requirements unless necessary. Adjustment to the requirements should still be possible on the part of the employer and the project manager, but only with simultaneous adjustment of the reward to maintain the balance between effort and reward. Maintaining the balance is also of great interest to companies, as it avoids unwanted terminations.
	There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps <ref name="stiftung2016"/>		There are a number of measures that can be taken to ensure that people with mental illness receive early treatment in line with formal treatment guidelines and reduce the risk of relapse. These include factual information for all employees, confidence in action on the part of project managers through training (including role plays on how to talk to an employee who may be suffering from mental health problems), an open and non-stigmatizing corporate culture, and reintegration measures. Costs due to presenteeism and absenteeism can be avoided by creating a faster path to professional treatment. In addition, project managers should always take the initiative whenever possible. The affected employee should be approached if they feel they have become unfit for work. There should be no fear of contact. Concerns about the employee's well-being should be communicated and observations addressed directly. It should be imperative to offer to support the employee in any further steps <ref name="stiftung2016"/>

			== Limitations ==

			First of all, the model lacks to take into account differences in how employees perceive effort and reward. Some employees, for example, may be pleased with smaller rewards, while others may consider the same rewards inadequate. Furthermore, the model may not effectively capture the intricate interplay of multiple workplace stressors, such as role ambiguity or disagreements with coworkers.

			Second, the ERI model may not be appropriate to all job kinds and work environments. Some research has suggested that the model may be more relevant to high-stress, high-demand jobs than to low-stress, low-demand jobs.

			Third, because the model is primarily concerned with individual-level concerns, it may fail to adequately account for broader societal and organizational elements that contribute to job stress. Job instability, economic downturns, and company culture are examples of such causes.


	== Annotated Bibliography ==		== Annotated Bibliography ==