Presenteeism in front-line physicians involved in COVID-19-related clinical practice: a national survey of employed physician members of the Japan Medical Association.

BACKGROUND: The coronavirus disease 2019 (COVID-19) pandemic may have increased the rate of presenteeism among front-line physicians. Presenteeism is the term used to describe attendance at work despite ill health that would normally prompt rest or absence from work. This study aimed to examine the associations between COVID-19 clinical practice and presenteeism among physicians. METHODS: A cross-sectional study was conducted from December 2021 to January 2022. The questionnaires were distributed to 21,737 employed physicians who were members of the Japan Medical Association. Presenteeism was measured by the Work Functioning Impairment Scale. Multiple logistic regression analysis was used to evaluate the association between COVID-19 clinical practice and presenteeism. RESULTS: Overall, 3,968 participants were included in the analysis, and presenteeism was observed in 13.9% of them. The rate of presenteeism significantly increased with both the number of COVID-19 patients treated and the percentage of work time spent treating these patients (both P values for trend < 0.001). In comparison to those not currently engaged in the treatment of COVID-19 patients, presenteeism was significantly higher among front-line (adjusted odds ratio [aOR] = 1.71, 95% confidence interval [CI]: 1.16-2.53) and second-line physicians supporting those in the front-line (aOR = 1.45, 95% CI: 1.17-1.78). There was no association between involvement in COVID-19 vaccination services and presenteeism. CONCLUSIONS: The burden on front-line and second-line physicians in COVID-19 clinical practice must be minimized. Employed physicians also need to recognize the importance of communicating with their workplaces about presenteeism.

Conversation time and mental health during the COVID-19 pandemic: A web-based cross-sectional survey of Japanese employees.

OBJECTIVE: During the Coronavirus disease 2019 (COVID-19) pandemic, social isolation and impaired social interaction could be the factors that cause mental health problems. This study investigated the association between conversation time in daily life and mental health among Japanese employees. METHODS: In August 2021, a web-based cross-sectional survey was conducted with 1000 Japanese employees. Weekly conversation time was assessed in four domains (family members, friends, someone in the workplace, and others), and mental health was assessed using the Japanese version of the Kessler Psychological Distress Scale (K6 scale). Weekly total conversation time was calculated, and participants were assigned to one of the four conversation time categories based on quantile values to investigate the associations with poor mental health (K6 ≥ 13). RESULTS: The logistic regression analyses revealed that participants with short conversation times (<3.5 h per week) had poorer mental health compared to those with long conversation times (> 21.0 h per week), even after adjusting for confounders (OR = 2.48 [95% CI 1.31-4.71]). For the exploratory analyses of conversation time for each domain, the associations of short conversation time in the workplace with poor mental health was most robust (OR =2.02 [95% CI 1.13-3.63]). CONCLUSIONS: Japanese employees with conversation time of <3.5 h per week (i.e., 30 min per day) had poor mental health. During the COVID-19 pandemic, people have largely limited opportunities to have conversations with others, but a certain level of conversation time might be required to maintain mental health.

COVID-19 and Japanese shareholder activism: brief respite for Japan’s self-healing concrete

Extrapolating from modern international understanding of corporate Japan’s distinct form of managerial capitalism, we elaborate on the growing momentum of shareholder activism in Japan leading up to the COVID-19 health crisis, so as to inform the subsequent discussion on the relevant primary considerations that belie the future direction of shareholder activism in Japan post-COVID-19. On an initial logical extrapolation, it appears probable that COVID-19 could mark the peak of Japanese activism. However, it is crucial to acknowledge that the success of Japan’s managerial capitalism have also declined, which poses a question on to which direction Japanese corporate governance may be shifting. Finally, we point out how corporate Japan’s impeding market developments will provide a useful case-study for global financial discourse.