Sleep and Organizational Behavior: Implications for Workplace Productivity and Safety

The interaction between sleep and work-related behaviors influence many aspects of employee performance, safety, and health as well as organizational-level success. Although it is well established that quantity and quality of sleep can affect different types of task performance and personal health,...

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Bibliographic Details
Published inFrontiers in psychology Vol. 11; p. 45
Main Authors Pilcher, June J, Morris, Drew M
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 31.01.2020
Subjects
biological rhythm
individual performance
occupational health
organizational behavior
Psychology
sleep
sleep loss
sleep
individual performance
sleep loss
organizational behavior
occupational health
biological rhythm
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Summary:The interaction between sleep and work-related behaviors influence many aspects of employee performance, safety, and health as well as organizational-level success. Although it is well established that quantity and quality of sleep can affect different types of task performance and personal health, the interactions between sleep habits and organizational behaviors have received much less attention. It is important to examine how sleep habits and workplace behaviors relate and the role of the underlying circadian rhythm on the potential impact of sleep and sleepiness in the workplace. Developing a deeper understanding of how sleep habits and sleepiness impact workers and the organization can help provide the necessary background for human resource management to develop more progressive support networks for employees that benefit both the worker and the organization. Human resources and employees should emphasize the impact of good sleep and sleep habits on organizational and individual productivity and safety.
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ORCID: June J. Pilcher, orcid.org/0000-0003-1070-6608
Reviewed by: Greta Mazzetti, University of Bologna, Italy; Malcolm Von Schantz, University of Surrey, United Kingdom
Present address: Drew M. Morris, Centre College, Danville, KY, United States
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Edited by: Con Stough, Swinburne University of Technology, Australia
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2020.00045