Self-management in the workplace

Mark G. Wilson, Matthew L. Smith, David M. DeJoy, Heather M. Padilla

Research output: Chapter in Book/Report/Conference proceedingChapter


Chronic diseases are multi-dimensional and affect numerous aspects of people's lives, including work. Depending on the chronic condition(s) involved, between 22% and 49% of employees experience difficulties meeting physical work demands, and between 27% and 58% report that they have problems meeting psychosocial work requirements. Work organizations are acutely aware of this issue and the impact of unmanaged chronic conditions on productivity and costs. For employees of 18-64 years old with fewer than four conditions, the average annual health care claims have increased from $1700 to $2000 per person for each additional chronic condition. Given chronic disease management efforts may have the largest impact on employers' health care costs, and in light of the aging workforce, it is clear why organizations are making self-management programs an important part of their workplace health promotion efforts. This chapter reviews the extent of and the rationale for self-management in the workplace. It describes the workplace context, how it differs from other settings, and how self-management fits into workplace programs. This chapter highlights legal and ethical issues and presents case descriptions of self-management programs conducted in workplaces. This chapter concludes by offering future directions for self-management programs in the workplace.

Original languageEnglish (US)
Title of host publicationSelf-Management in Chronic Illness
Subtitle of host publicationPrinciples, Practice, and Empowerment Strategies for Better Health
PublisherSpringer International Publishing
Number of pages19
ISBN (Electronic)9783030697365
ISBN (Print)9783030697358
StatePublished - Apr 20 2021


  • Chronic disease
  • Ethical issues
  • Self-management
  • Workplace

ASJC Scopus subject areas

  • Medicine(all)


Dive into the research topics of 'Self-management in the workplace'. Together they form a unique fingerprint.

Cite this