Job strain and effort-reward imbalance at work were associated with a greater chance of developing an abnormal heart rhythm condition, finds a new study.
Summary: New research suggests that work-related stress, particularly job strain and effort-reward imbalance, may increase the risk of developing atrial fibrillation. The study, conducted by researchers at Laval University in Quebec City, analyzed data from nearly 6,000 white-collar workers over 18 years and found significant associations between workplace stressors and atrial fibrillation risk.
Key Takeaways:
- Significant Increase in AFib Risk: The study found that employees experiencing high job strain had an 83% higher risk of developing atrial fibrillation, while those perceiving an effort-reward imbalance had a 44% increased risk. When both stressors were present, the risk increased by 97%.
- Workplace Stressors as Preventive Targets: The research suggests that recognizing and addressing psychosocial stressors in the workplace should be part of preventive strategies for reducing the risk of atrial fibrillation.
- Call for Further Research on Interventions: The study underscores the importance of investigating workplace interventions designed to reduce psychosocial stressors, which may also help lower the risk of atrial fibrillation. Previous interventions that focused on reducing workplace stress have shown promising results in lowering blood pressure.
Work-related stress caused by job strain and an imbalance between efforts applied versus rewards received may increase the risk of developing atrial fibrillation, according to new research published in the Journal of the American Heart Association.
Previous research linked high job strain and effort-reward imbalance at work with an increased risk of coronary heart disease. This research examines the adverse effect of both psychosocial stressors at work on atrial fibrillation, says the study’s senior author Xavier Trudel, PhD, an occupational and cardiovascular epidemiologist and associate professor at Laval University in Quebec City, Quebec, Canada.
“Our study suggests that work-related stressors may be relevant factors to include in preventive strategies,” Trudel said. “Recognizing and addressing psychosocial stressors at work are required to foster healthy work environments that benefit both individuals and the organizations where they work.”
The Impact of Job Strain and Effort-Reward Imbalance
Trudel and team studied the impact of job strain, which refers to a work environment in which employees face high job demands, such as a heavy workload and tight deadlines, and low control over their work with little say in decision-making and how they execute their tasks.
Another factor assessed in the study was the effort-reward imbalance. This occurs when employees invest significant effort into their work but perceive the rewards they get in return—such as salary, recognition, or job security—as insufficient or unequal to their performance.
Researchers examined medical database records for nearly 6,000 adults in white-collar jobs in Canada, with 18 years of follow-up data. The analysis found that:
- Employees who said they experienced high job strain had an 83% higher risk of developing AFib compared to workers unaffected by the stressors;
- Tthose who perceived an effort-reward imbalance had a 44% greater risk, compared to workers who did not report this imbalance; and
- Combined perceptions of high job strain and effort-reward imbalance were associated with a 97% increased risk of AFib.
“The effectiveness of workplace interventions to reduce psychosocial stressors that may also reduce the risk of AFib should be investigated in future research efforts,” Trudel says in a release. “Our research team previously conducted an organizational intervention designed to reduce psychosocial stressors at work, which was shown to effectively reduce blood pressure levels. Examples of organizational changes implemented during the intervention included slowing down the implementation of a large project to prevent increased workload; implementing flexible work hours; and holding meetings between managers and employees to discuss day-to-day challenges.”
Limitations of the study include that participants were all white-collar workers encompassing managers, professional and office workers in Canada which means results may not apply to other types of workers or to workers in other countries.
