Food insecurity is often viewed as a public health or poverty issue, rather than a workplace concern. But new research from Michigan State University suggests that many working adults in the U.S., including those employed full-time, still struggle to access enough nutritious food. And that stress doesn’t stay at home; it can follow employees into the workplace, affecting their focus and performance.

Francisco Moreno, assistant professor of management at MSU’s Eli Broad College of Business, explains what food insecurity looks like among working adults, how it impacts job performance and what employers can do to better support their teams.

Can people who work full-time still experience food insecurity in the U.S.?

Yes. People who work full-time can still experience food insecurity in the United States. Our analysis of U.S. Bureau of Labor Statistics’ Current Population Survey data revealed that approximately 11% of respondents experience moderate to severe food insecurity, including employed individuals, 7% of whom were working full-time and 12% working part-time.

Food insecurity was especially common in front-line service roles, including jobs connected to food preparation, showing that working around food does not guarantee reliable access to it at home.

Nationally, about 38 million Americans live in food-insecure households and nearly 60% have incomes above the federal poverty line. This highlights that food insecurity affects households that appear financially stable and is not limited to unemployment or extreme poverty.

What exactly is food insecurity — and how is it different from just feeling hungry?

People often assume food insecurity only means not having enough food, but the truth is that food insecurity is a broader and more structural problem than just feeling hungry. Being food insecure means not having reliable access to a high enough quantity and quality of food.

For example, someone may need to eat fruits, vegetables and protein-rich foods to support their health and well-being, but those items might be too expensive or simply unavailable. As a result, individuals often rely on cheaper, less nutritious options that fill the stomach but don’t provide the nutrients needed for long‑term health.

What did your research find about how food insecurity affects people at work?

Employees experiencing food insecurity perform worse at work because their attention is repeatedly pulled toward concerns about how they will access enough food for themselves or their families. This constant mental preoccupation leaves them with fewer cognitive resources to devote to their tasks, which ultimately harms their performance.

We also observed higher levels of small forms of workplace deviance, such as minor theft. These behaviors do not suggest that food‑insecure workers are less ethical; rather, they reflect the strain of living with an unmet basic need and having less capacity for self‑control.

Overall, our results show that food insecurity doesn’t stay just in the home, it spills over into the workplace, affecting important outcomes like performance and workplace behaviors.

Why does worrying about food make it harder for someone to focus or perform well on the job?

Worrying about food makes it harder to focus at work because it involves a basic human need. When people lack reliable access to food, their attention repeatedly returns to concerns about how they will get enough or the right kind of food, a process known as rumination.

Since attention is limited, this mental loop reduces the mental resources available for job tasks, making it harder to think clearly, stay organized and maintain effort. This cognitive strain can also weaken self-control, helping explain small increases in rule-breaking behaviors.

In short, concerns about food create a mental burden that makes it more difficult to focus and perform effectively at work.

What can employers or managers do to better support workers who may be struggling with food insecurity?

Our research shows that organizations have an important role to play in supporting employees who are experiencing food insecurity. Because food insecurity harms performance and increases the likelihood of deviance, recognizing that this issue exists in the workforce is an important first step for both employee well‑being and organizational productivity.

A central takeaway from our findings is the importance of supportive managers. When supervisors check in, listen and create a space for employees to talk about their challenges, it reduces the rumination that drains attention. Feeling supported allows employees to shift some of their mental energy back to their work, which eases the negative effects of food insecurity on performance and behavior. Training managers to build this kind of environment is a practical step that organizations can adopt.

Our results also show that workplace food benefits, such as free snacks or occasional meals, can unintentionally intensify the harmful work effects of food insecurity. For some employees, these benefits heighten awareness of their situation and increase rumination, which can make things worse. This does not mean these programs should be removed, but relying on them alone is not enough. A more effective approach involves recognizing the issue openly and equipping managers to support employees through genuine conversation and understanding. When employees feel heard, they tend to ruminate less and are better able to focus on their tasks, reducing the negative consequences of food insecurity at work.

Listen to Moreno discuss food insecurity in the workplace on the Broad Matters podcast.