“It’s not fair!” “ “You’re not the boss of me.” “She hit me!” “He started it.”

Fights between siblings – from toy-snatching to clandestine whacks to being banished from the bedroom – are so common they’re often dismissed as simply part of growing up. Yet a new study from researchers at the University of New Hampshire finds that sibling aggression is associated with significantly worse mental health in children and adolescents. In some cases, effects of sibling aggression on mental health were the same as those of peer aggression.
“Even kids who reported just one instance had more mental health distress,” says Corinna Jenkins Tucker, associate professor of family studies at UNH and lead author of the research, published in the July issue of the journal Pediatrics. “Our study shows that sibling aggression is not benign for children and adolescents, regardless of how severe or frequent.”

The study, among the first to look at sibling aggression across a wide age and geographic range, is unique in its size and scope. Tucker and her co-authors from UNH’s Crimes against Children Research Center – center director and professor of sociology David Finkelhor, professor of sociology Heather Turner, and researcher Anne Shattuck – analyzed data from the center’s National Survey of Children’s Exposure to Violence (NatSCEV), a national sample of 3,599 children, ages one month through 17.

The study looked at the effects of physical assault with and without a weapon or injury, property aggression like stealing something or breaking a siblings’ things on purpose, and psychological aggression such as saying things that made a sibling feel bad, scared, or not wanted around.

The researchers found that of the 32 percent of children who reported experiencing one type of sibling victimization in the past year, mental health distress was greater for children (1 month to age 9) than for adolescents (age 10 – 17) who experienced mild sibling physical assault, but children and adolescents were similarly affected by other psychological or property aggression from siblings.
Their analyses also showed that, while peer aggression like bullying is generally thought to be more serious than sibling aggression, sibling and peer physical and psychological aggression had independent effects on mental health. The mental health of those experiencing property and psychological aggression, whether from siblings or peers, did not differ.

An important implication of this research, Tucker says, is that parents and caregivers should take sibling aggression seriously. “If siblings hit each other, there’s a much different reaction than if that happened between peers,” she says. ”It’s often dismissed, seen as something that’s normal or harmless. Some parents even think it’s beneficial, as good training for dealing with conflict and aggression in other relationships.” This research indicates that sibling aggression is related to the same serious mental health effects as peer bullying.

The authors suggest that pediatricians take a role in disseminating this information to parents at office visits, and that parent education programs include a greater emphasis on sibling aggression and approaches to mediate sibling conflicts.
The study, “Association of sibling aggression with child and adolescent mental health,” appears in the July 2013 issue of the journal Pediatrics (http://pediatrics.aappublications.org/content/early/2013/06/12/peds.2012-3801). It was supported by funding from the U.S. Department of Justice and the Centers for Disease Control & Prevention.

ᔥ University of New Hampshire

Workaholics tend to live in extremes, with great job satisfaction and creativity on the one hand and high levels of frustration and exhaustion on the other hand. Now, a new Florida State University study offers managers practical ways to help these employees stay healthy and effective on the job.

Wayne Hochwarter, the Jim Moran Professor of Business Administration in Florida State’s College of Business, and research associate Daniel Herrera studied more than 400 employees in professional and administrative occupations and found about 60 percent of these workers identified themselves as workaholics who characteristically “feel guilty when taking time off.”
These self-identified workaholics reported positive and negative career consequences. For example, workaholics reported they gave more effort compared to other workers, but they also experienced more tension. They were more willing to help others, yet were more likely to view co-workers as feeling entitled.

“We found that there is an optimal level of workaholism for job effectiveness and positive health,” Hochwarter said. “However, when in excessively low or high ranges, both the company and the employee are likely to suffer.”
Identified workaholics were divided into those who had access to resources, such as personnel, rest, equipment and social support at work, and those who did not.
“We discovered that workaholics really struggle when they feel that they are alone or swimming upstream without a paddle,” Hochwarter said.

Workaholics who said they had access to resources reported a:

• 40 percent higher rate of job satisfaction
• 33 percent lower rate of burnout
• 30 percent higher rate of perceived job importance
• 30 percent lower rate of exclusion from others
• 25 percent higher rate of career fulfillment
• 20 percent lower rate of work frustration.

“Given the volatility in today’s work environment, the ability to work hard, contribute long hours and demonstrate value is at a premium,” Herrera said. “Thus, workaholism will likely remain alive and well for years to come.”
But there are ways to guide the efforts of workaholics in positive directions, researchers said.

First, leaders should meet with workaholics to determine what physical and social resources they need and then help increase their accessibility to those resources in fair and reasonable ways, according to the researchers. Managers often assume that workaholics simply want others to get out of their way. In reality, the goal of most workaholics is to contribute to the company, achieve personal success and see how their efforts affect the bottom line — objectives that are much more likely achieved with resources.

Second, managers need to have more realistic expectations, they said. Workaholics are often the company’s most productive employees — serving as the manager’s “go-to” worker when an important project surfaces or a deadline looms. Because of their value, managers have a tendency to run workaholics into the ground, promising a future chance to recharge that often never happens.
“Having realistic expectations that take into account both the work and the person doing the work, is essential,” Hochwarter said. The warning signs of burnout are recognizable and, if ignored, they will eventually lead to unwanted outcomes ranging from declining performance to death.

ᔥFlorida State University

“Middle class professionals… are the country’s biggest problem drinkers,” is the stark and somewhat misleading claim in The Daily Telegraph, with similar claims appearing across the UK media.
The story is based on a study looking at just 49 ‘white collar’ people’s attitudes towards alcohol consumption.

Many of us enjoy a drink in the pub after work without realising how social drinking can damage health. Phil didn’t realise the harm his alcohol intake was doing until he was diagnosed with cirrhosis of the liver. He talks about his experience and the shock he felt at being diagnosed.

read more…..

ᔥNHS Choices