Working on an Empty Stomach: New Broad Research Reveals How Food Insecurity Disrupts Employee Performance

Francisco Moreno is an assistant professor in the Department of Management at the Broad College of Business

Food insecurity in the U.S. is often discussed as a public health issue, but new research from the Broad College of Business shows it’s also a workplace issue, one with direct consequences for employee well‑being and job performance.

Francisco Moreno, assistant professor in the Department of Management, recently published “Working on an Empty Stomach: How Food Insecurity Impacts Job Performance Through Rumination” in Personnel Psychology with co-authors Bailey Bigelow, (University of Utah) and Michael Johnson (Louisiana State University). The study shows how persistent thoughts about food availability carry into the workplace, influencing employees’ focus, energy, and performance.

Moreno’s work arrives at a critical moment. More than 13% of U.S. households experience food insecurity, and over half of those households include at least one full‑time worker. Moreno argues that organizations must recognize food insecurity as a real and growing challenge within their own workforce.

Moreno’s research shows that food insecurity affects employees long before they step into the workplace. The constant worry about having enough to eat, a process known as rumination, drains cognitive resources that employees need to stay focused and productive.

“Employees experiencing food insecurity often ruminate, or constantly worry about not having enough food,” Moreno explained. “That mental load pulls attention away from work and leads to lower performance.”

Rather than a lack of motivation or effort, Moreno emphasizes that the performance decline stems from depleted mental bandwidth. When employees are preoccupied with basic survival needs, they have fewer cognitive resources left for problem‑solving, decision‑making and interpersonal interactions.

One of the study’s most surprising findings challenges a common assumption: simply providing food resources at work doesn’t always help, and in some cases, it can make things worse.

“Supportive leadership can play a crucial role in mitigating these negative effects,” Moreno said. “But providing food resources like free meals at work can have mixed results.”

For some employees, workplace food programs may unintentionally heighten feelings of stigma or draw attention to their financial struggles. Moreno’s research suggests that organizations should approach food support thoughtfully, ensuring that programs are accessible, respectful and designed with employee dignity in mind.

Moreno hopes his findings will spark new conversations among leaders who may not realize that food insecurity exists within their teams.

“It might not even occur to managers that their employees could be food insecure,” he noted. “But awareness is the first step. Leaders need to understand what their employees are going through and create space for honest conversations.”

Supportive leadership, checking in, listening, and responding with empathy, can buffer some of the negative effects of food insecurity. Even small acts of understanding can help employees feel seen and supported.

As food insecurity continues to rise nationally, Moreno believes organizations have an opportunity to rethink how they support employees’ basic needs.

His research highlights a simple truth: employees cannot perform at their best when they are worried about their next meal. Addressing food insecurity isn’t just a matter of compassion, it’s a matter of organizational effectiveness.

Moreno’s work adds an important voice to ongoing conversations about workplace well‑being, equity, and the hidden challenges employees carry with them each day.