In the present study, we conducted a clinical controlled trial to evaluate the effects of cognitive behavioral therapy (CBT) training in improving depression and self-esteem in workers. A total of 261 workers were assigned to either an intervention group (n=137) or a waiting-list group (n=124). The intervention group was offered participation in a group session with CBT specialists and three e-mail sessions with occupational health care staff. Betweengroup differences in the change in Center for Epidemiologic Studies Depression Scale (CES-D) and Self-Esteem Scale from baseline to three months after the end of training were assessed by analysis of covariance. All subjects in the intervention group completed the group session and 114 (83%) completed the three e-mail sessions. CES-D score decreased by 2.21 points in the intervention group but increased by 0.12 points in the control group, a significant difference of -2.33 points (95% confidence interval: -3.89 to-0.77; p<0.001). The between-group difference in change of self-esteem scores was not significant. Results of the present study suggest that CBT training cooperatively provided by CBT specialists and occupational health care staff using brief e-mail is effective in improving feelings of depression in workers.

Organizational justice has recently attracted attention as a predictor of employee mental and physical health. However, the lack of a Japanese translation of the original English-language organizational justice scale (OJS) has precluded its application in Japan. The present study aimed to develop Japanese version of the measure of organizational justice. We translated the original questionnaire, which is comprised of 20 items, from English to Japanese. The OJS is made up of four distinct dimensions: procedural, distributive, interpersonal and information justice. A total of 229 employees responded to the Japanese version of the OJS (OJS-J), the effort-reward imbalance (ERI) model and the Kessler Psychological Distress Scale (K10). To assess construct validity, we recorded job satisfaction using the visual analog scale (VAS). Our exploratory factor analysis supported the four-factor structure model of OJS-J. Correlation coefficients between the OJS-J and ERI, K10 and VAS were statistically significant, indicating a reasonable degree of construct validity. Obtained internal consistency was markedly high (Cronbach's alpha was 0.96), and test-retest reliability as analyzed with an intraclass correlation coefficient was 0.91. These results suggest that the OJS-J is a reliable and valid measure that may be suitable for use as a predictor of employee health in the Japanese work place.

. PSQI score also improved, but the inter-group difference was not statically significant. The present study provides preliminary evidence that brief sleep hygiene education may improve afternoon sleepiness at work, but not sleep at night for IT workers.

information on OSH activities and occupational health services. Conclusions: The standardized information obtained from our OSH and occupational health cost estimation tools can be used to manage OSH costs, make comparisons of OSH costs between companies and organizations and help occupational health physicians and employers to determine the best course of action. (J Occup Health 2014; 56: 215-224) Key words: Costs and cost analysis, Economics, Occupational safety and health Occupational safety and health (OSH) activities are conducted as part of business administration and entail corporate costs. Companies have to adhere to legal, financial and moral requirements of OSH 1) , and employers have to consider the welfare of their employees and provide adequate OSH to ensure that activities are efficient and productive. Employers have a need for relevant and comparable information so that they can prioritize their budget and thus attain the greatest OSH gains for their workforce 2−4) . OSH staff implement OSH activities according to a company's individual policies while at the same time maintaining communication with employers and employees and attempting to provide the highest quality OSH at an appropriate cost 5) . OSH costs are not wasted expenses but an investment in prevention. Especially in occupational health (OH) services as forms of health management and health promotion, OH costs are a human resource investment for improvement of health and wellness The aim of the present study was to develop standardized cost estimation tools that provide information to employers about occupational safety and health (OSH) activities for effective and efficient decision making in Japanese companies. Methods: We interviewed OSH staff members including full-time professional occupational physicians to list all OSH activities. Using activity-based costing, cost data were obtained from retrospective analyses of occupational safety and health costs over a 1-year period in three manufacturing workplaces and were obtained from retrospective analyses of occupational health services costs in four manufacturing workplaces. We verified the tools additionally in four workplaces including service businesses. Results: We created the OSH and occupational health standardized cost estimation tools. OSH costs consisted of personnel costs, expenses, outsourcing costs and investments for 15 OSH activities. The tools provided accurate, relevant

Objectives: We developed a standardized cost estimation method for occupational health (OH) services. The purpose of this study was to set reference OH services costs and to conduct OH services cost management assessments in two workplaces by comparing actual OH services costs with the reference costs. Methods: Data were obtained from retrospective analyses of OH services costs regarding 15 OH activities over a 1-year period in three manufacturing workplaces. We set the reference OH services costs in one of the three locations and compared OH services costs of each of the two other workplaces with the reference costs. Results: The total reference OH services cost was 176,654 Japanese yen (JPY) per employee. The personnel cost for OH staff to conduct OH services was JPY 47,993, and the personnel cost for non-OH staff was JPY 38,699. The personnel cost for receipt of OH services-opportunity cost-was JPY 19,747, expense was JPY 25,512, depreciation expense was 34,849, and outsourcing cost was JPY 9,854. We compared actual OH services costs from two workplaces (the total OH services costs were JPY 182,151 and JPY 238,023) with the reference costs according to OH activity. The actual costs were different from the reference costs, especially in the case of personnel cost for non-OH staff, expense, and depreciation expense. Conclusions: Using our cost estimation tool, it is helpful to compare actual OH services cost data with reference cost data. The outcomes help employers make informed decisions regarding investment in OH services.