| 1. |
- Abildgaard, J. S., et al.
(författare)
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Forms of participation : The development and application of a conceptual model of participation in work environment interventions
- 2020
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Ingår i: Economic and Industrial Democracy. - : SAGE Publications Ltd. - 0143-831X .- 1461-7099. ; 4:3, s. 746-769
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Tidskriftsartikel (refereegranskat)abstract
- In the realm of work environment improvements, the Nordic countries have led the way in demonstrating that employee participation is a key requisite for achieving improvements. Despite this, there is a lack of precision as to what ‘participatory’ in a participatory work environment intervention means. In this study, the authors present a conceptual model for participation in work environment interventions and apply it to protocols and manuals from eight participatory interventions to determine the form of participation used in each intervention. The authors suggest that the conceptual model can be applied in the design and assessment of participatory work environment interventions.
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| 2. |
- Frykman, M., et al.
(författare)
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Functions of behavior change interventions when implementing multi-professional teamwork at an emergency department : A comparative case study
- 2014
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Ingår i: BMC Health Services Research. - : BioMed Central Ltd.. - 1472-6963. ; 14:1
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Tidskriftsartikel (refereegranskat)abstract
- While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. Implementation strategies combining multiple behavior change interventions are recommended, but the understanding of how and why the behavior change interventions influence staff behavior is limited. There is a lack of studies focusing on the functions of different behavior change interventions and the mechanisms driving behavior change. In this study, applied behavior analysis is used to analyze the function and impact of different behavior change interventions when implementing multi-professional teamwork. Methods. A comparative case study design was applied. Two sections of an emergency department implemented multi-professional teamwork involving changes in work processes, aimed at increasing inter-professional collaboration. Behavior change interventions and staff behavior change were studied using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior change interventions were categorized according to the DCOM® model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results: The two sections used different behavior change interventions, resulting in a large difference in the degree of staff behavior change. The successful section enabled staff performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial feedback initially played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated feedback. Conclusions: The functional perspective of applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior change interventions influence staff behavior. The analysis demonstrates how enabling behavior change interventions, managerial feedback and task-related feedback interact in their influence on behavior and have complementary functions during different stages of implementation.
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| 3. |
- Frykman, M., et al.
(författare)
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Line managers’ influence on employee usage of a web-based system for occupational health management
- 2018
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Ingår i: International Journal of Workplace Health Management. - : Emerald Group Publishing Ltd.. - 1753-8351 .- 1753-836X. ; 11:4, s. 193-209
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to investigate line managers’ influence on employee usage of a web-based system for occupational health management. Design/methodology/approach: Questionnaires were used to measure line managers’ transformational leadership at baseline and their change-supportive managerial activities during weeks 16–52. Employee initial (weeks 16–52) and sustained (weeks 53–144) use of the web-based system was measured by extracting their frequency of logins to the system from electronic records. Data were collected from six white-collar organizations from 2011 through 2013. Mixed Poisson regressions were used to analyze the influence of transformational leadership and change-supportive managerial activities on employee usage. Findings: As predicted, line managers’ change-supportive activities influenced the employees’ initial and sustained use of the system. Line managers’ transformational leadership had no direct effect on employees’ use of the system, however transformational leadership was indirectly associated with employees’ initial and sustained use of the system through line managers’ change-supportive activities. Originality/value: The study adds to the understanding of the role line managers’ play during the implementation of occupational health interventions. The findings suggest that the line managers’ change-supportive activities directed toward the intervention are important for employees’ initial and sustained use of the system. The influence of transformational leadership was indirect, suggesting that line managers may need to direct their leadership behaviors toward the intervention to facilitate implementation. © 2018, Emerald Publishing Limited.
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| 4. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(författare)
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Derailed or failed? : a closer look at reduced working hours as an occupational health intervention
- 2015
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Ingår i: Derailed Organizational Interventions for Stress and Well-Being. - Dordrecht : Springer Netherlands. - 9789401798679 - 9789401798662 ; , s. 21-26
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- In the Nordic countries, working hour reductions have been introduced as a possible occupational health intervention. We evaluated the effects of a working hour reduction from 37 to 30 h a week among 100 employees within older people’s care. The outcome evaluation was broad, including health check-ups and extensive questionnaires covering work climate, work-home balance, health-related measures, well-being, and health behaviors. The results showed no improvements during the 1-year project period, which raises the question whether the results are due to failure in implementation or theory. This chapter asks what is needed for considering a failure as a theory failure, that is, a default program theory in that the activities fail to bring the desired effects. It is suggested that the case described here may be one such example. In order to facilitate the separation of theory failure from implementation failure, we underscore the importance of program theory, also called theory of change or logic models. By scrutinizing the program theory before implementing an intervention, a critical evaluation of the mechanisms linking the intervention to various outcomes can be made. Also, the program theory is helpful for forming testable hypothesis that allows variation in process factors to be tested. ©
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| 5. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(författare)
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Promoting Employee Health by Integrating Health Protection, Health Promotion, and Continuous Improvement : A Longitudinal Quasi-Experimental Intervention Study
- 2015
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Ingår i: Journal of Occupational and Environmental Medicine. - : Lippincott Williams and Wilkins. - 1076-2752 .- 1536-5948. ; 57:2, s. 217-225
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Tidskriftsartikel (refereegranskat)abstract
- OBJECTIVE: To test the effects of integrating health protection and health promotion with a continuous improvement system (Kaizen) on proximal employee outcomes (health promotion, integration, and Kaizen) and distal outcomes (workability, productivity, self-rated health and self-rated sickness absence). METHODS: Twelve units in a county hospital in Sweden were randomized to control or intervention groups using a quasiexperimental study design. All staff (approximately 500) provided self-ratings in questionnaires at baseline, and a 12- and 24-month follow-up (response rate, 79% to 87.5%). RESULT: There was a significant increase in the proximal outcomes over time in the intervention group compared with the control group, and a trend toward improvement in the distal outcomes workability and productivity. CONCLUSIONS: Integration seems to promote staff engagement in health protection and promotion, as well as to improve their understanding of the link between work and health.
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