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1.
  • Anderzén, Ingrid, et al. (författare)
  • Predictors of Well-being at work
  • 2016
  • Ingår i: Scientific Programme.
  • Konferensbidrag (refereegranskat)abstract
    • The concept of healthy workplace has been defined as an organization that maximizes the integration of worker goals for wellbeing and company objectives for profitability and productivity. Conditions in today’s working life make new approaches necessary in order to limit negative health effects of work and to enhance wellbeing and health at work. About 24 % of the working population in Sweden report to have had work-related disorders during the last twelve months. In order to achieve a sustainable working life it is likely that strategies and actions from different and new angles are needed.ObjectivesThe present study is a part of a larger study (the GodA –study; a Swedish acronym for good work environments and healthy workplaces) and aims to investigate how work environment factors, work ability, work motivation, work and life balance predict well-being at work.MethodsThe GodA study is a 2-year follow up study in Sweden with a survey feedback design in three companies with both blue- and white collar workers. One of the companies serves as “intervention-company”, the other two as controls. A baseline questionnaire was sent out 2013 and the results from the survey were reported back to the companies, which have been processing their results. In spring 2015 a follow up survey has been administered. Data have been analysed with univariate and multivariate linear regression analyses.ResultsA baseline multivariate linear regression model, which included background factors, perceived psychosocial work climate and work environmental factors (motivation, leadership, employee responsibilities, efficacy, work ability and management committed to employee health) and work life balance, showed that psychosocial work climate (B= .48, 95% CI=.27 – .69) leadership, (B= .27, 95% CI=.05– .49), work ability (B= -.12, 95% CI= .03 – .21), motivation (B= -33, 95% CI= .14 – .51) and work life balance (B= -.34, 95% CI=-.57– -.12), were signifi-cantly associated with well-being at work and explained 40% of the variance (Adjusted R2=.40, p<.001).ConclusionsResults showed that not only work environment factors are important predictors. To maintain a healthy work place a promotion of balance between work and private life is needed.
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2.
  • Anderzén, Ingrid, et al. (författare)
  • Predictors of well-being at work
  • 2015
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
    • BackgroundThe concept of healthy workplace has been defined as an organization that maximizes the integration of worker goals for wellbeing and company objectives for profitability and productivity. Conditions in today’s working life make new approaches necessary in order to limit negative health effects of work and to enhance wellbeing and health at work. About 24 % of the working population in Sweden report to have had work-related disorders during the last twelve months. In order to achieve a sustainable working life it is likely that strategies and actions from different and new angles are needed.The present study is a part of a larger study (the GodA –study; a Swedish acronym for good work environments and healthy workplaces) and aims to investigate how work environment factors, work ability, work motivation, work and life balance predict well-being at work.MethodsThe GodA study is a 2-year follow up study in Sweden with a survey feedback design in three companies with both blue- and white collar workers. One of the companies serves as “intervention-company”, the other two as controls. A baseline questionnaire was sent out 2013 and the results from the survey were reported back to the companies, which have been processing their results. In spring 2015 a follow up survey has been administered. Data from the baseline measurements have been analysed with univariate and multivariate linear regression analyses.ResultsA baseline multivariate linear regression model, which included background factors, perceived psychosocial work climate and work environmental factors (motivation, leadership, employee responsibilities, efficacy, work ability and management committed to employee health) and work life balance, showed that psychosocial work climate (B= .48, 95% CI=.27 – .69) leadership, (B= .27, 95% CI=.05– .49), work ability  (B= -.12, 95% CI= .03 – .21), motivation (B= -33, 95% CI= .14 – .51) and work life balance (B= -.34, 95% CI=-.57– -.12), were significantly associated with well-being at work and explained 40% of the variance  (Adjusted R2=.40, p<.001). Results from the two-year follow up will be presented at the conference.ConclusionsResults showed that not only work environment factors are important predictors. To maintain ahealthy work place apromotion ofbalancebetween workand private life is needed.
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3.
  • Karlsson, Thomas, et al. (författare)
  • Employees' and managers' perception of a healthy workplace - interviews from three medium-sized companies
  • 2015
  • Ingår i: Proceedings 19<sup>th</sup> Triennial Congress of the IEA, Melbourne 9-14 August 2015.
  • Konferensbidrag (refereegranskat)abstract
    • In a recent review by van der Noordt et al. (2014), aimed at systematically summarize the literature on the health effects of employment, strong evidence was found for a protective effect of employment as such on depression and general mental health. Another review by Lindberg & Vingård (2012), aimed at systematically review the scientific literature and search for indicators of healthy working environments, defined as working environments that not just have a lack of detrimental factors at work but also yield a positive return in the form of rich job content, job satisfaction, social participation and personal development (Swedish Work Environment Authority 2010). The authors found 23 studies that either investigated employee´s views of what constitute a healthy workplace or were guidelines for how to create such a workplace. The most pronounced factors, considered as important for a healthy workplace were: collaboration/teamwork; growth and development of the individual; recognition; employee involvement; positive, accessible and fair leadership; autonomy and empowerment; appropriate staffing; skilled communication; and safe physical work (Lindberg and Vingård 2012).The knowledge in the field is still rather vague concerning what creates, promotes and sustains health and wellbeing at work among managers and employees and what factors might be the most important. In order to take action we need to further explore and understand these underlying factors, the “healthy work factors”. The aim of this study was therefore to explore how a sample of Swedish blue- and white collar workers describe healthy factors at work as well as understand the concept of wellbeing at work.
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4.
  • Karlsson, Thomas, 1986-, et al. (författare)
  • God arbetsmiljö och välbefinnande på arbetet : en intervjustudie på tre medelstora företag
  • 2013
  • Ingår i: Arbetslivets föränderlighet. - : Stockholms universitets förlag. ; , s. 17-17
  • Konferensbidrag (refereegranskat)abstract
    • IntroduktionUnder de senaste decennierna har ett promotivt perspektiv vidgat arbetsmiljödiskursen i Sverige och internationellt. Främjande faktorer antas kunna bidra till såväl individers prestation, hälsa och välbefinnande, som till företags konkurrenskraft och lönsamhet. Den här studien har för avsikt att ur ett arbetstagarperspektiv stärka kunskapen om hälsofrämjande faktorer i arbetslivet. SyfteSyftet med studien var att undersöka hur en grupp svenska arbetstagare tolkar och beskriver begreppet god arbetsmiljö, vad de anser ger välbefinnande på arbetet samt hur de upplever sin egen arbetsmiljö. MetodPå tre medelstora energiföretag genomfördes fokusgrupper med medarbetarna och individuella intervjuer med chefer. Därutöver fick deltagarna svara på en kort enkät rörande demografiska data. Rekrytering till fokusgrupperna gjordes i samarbete med cheferna för de avdelningar forskarna utsett genom strategiskt urval.  Cheferna ombads att rekrytera sex fokusgruppsdeltagare med, så långt det var möjligt, olika arbetsfunktion, kön, ålder, anställningslängd och etniskt ursprung. Tre huvudteman diskuterades vid intervjuerna: 1. Vad är en god arbetsmiljö? 2. Vad ger välbefinnande på arbetet? och 3. Upplevelser av den egna arbetsmiljön. Individual- och fokusgruppsintervjuerna utfördes av försteförfattaren, vid fokusgrupperna assisterad av andreförfattaren med uppgift att ta anteckningar och ställa kompletterande frågor. ResultatEfter 11 fokusgrupper med 3-6 medarbetare per grupp och 10 individualintervjuer med chefer ansågs datamättnad uppnådd. Demografiska data visade att deltagarna (n=62) till 84 % bestod av män, att 58 % fanns i åldersspannet 31-49 år och att 42 % hade en anställningstid av 11 år eller mer. Vid intervjuerna beskrevs visserligen fysiska faktorer (t.ex. lokaler och utrustning) som en fundamental grund i arbetsmiljön, men att psykosociala faktorer (t.ex. kamratskap och arbetsglädje) och organisatoriska faktorer (t.ex. kommunikation, delaktighet och ledarskap) var av större vikt för att skapa en god arbetsmiljö och välbefinnande på arbetet. Ett gott kamratskap var den faktor som, i de flesta fokusgrupper, spontant nämndes först som beskrivning av en god arbetsmiljö. Den egna arbetsmiljön upplevdes generellt som god, dock med en varierande grad av förbättringsbehov. SlutsatserEn god arbetsmiljö antas inneha en stor potential för både individer och företag. Den här studien indikerar att psykosociala och organisatoriska faktorer är av stor vikt för att skapa en god arbetsmiljö. Resultatet kan fungera vägledande i företags strävan mot en hälsofrämjande arbetsplats samt i framtida arbetsmiljöforskning.
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7.
  • Karlsson, Thomas, 1986-, et al. (författare)
  • Wellbeing at work and the development of a questionnaire
  • 2014
  • Konferensbidrag (refereegranskat)abstract
    • Background. Improved employee wellbeing has been suggested to contribute to individual motivation and health, as well as to corporate competitiveness (Grawitch et al, 2006). However, in order to reach these potential benefits, we need to better understand the underlying factors that create wellbeing at work and healthy work environments.Aim. The aim of the study is to explore how a sample of Swedish blue- and white collar workers interprets the concepts of healthy work environments and workplace wellbeing, as a basis for the development of a questionnaire. In addition, a second aim is to investigate the psychometric properties of the subsequent questionnaire.Method. Interviews focusing on healthy work environments and workplace wellbeing were undertaken with managers and employees (n=62) at three medium-sized companies. All interviews were verbatim transcribed and analyzed in order to identify factors reported as important for healthy work environments and workplace wellbeing. The interview findings, together with factors identified in a systematic review about indicators of healthy work environments (Lindberg & Vingård, 2012) were used to develop items for a questionnaire aimed at measuring underlying factors for workplace wellbeing. The questionnaire, including newly constructed “workplace wellbeing items” as well as well-established questions for employee health, working conditions, and organizational factors was distributed to all employees at the three companies, where 74 % (n=303) responded. A retest survey was distributed to a subsample of the participants. 86 % (n=107) responded. Preliminary results. The interview data suggested a broad spectrum of factors to be significant for establishing healthy work environments and workplace wellbeing. These factors represented six categories: Psychosocial climate; Physical working conditions; Communication; Management; Autonomy & Competence; and Values. The survey data showed that the single most important statement for workplace wellbeing was “that work- and family life can be combined in a good way”. Further psychometric properties, including reliability and factor analysis, are being conducted and will be presented at the conference.Conclusion. A healthy work environment is believed to hold great potential for both individuals and companies. With a mixed method approach this study test a set of questions measuring factors for a healthy work environment and wellbeing at work. ReferencesGrawitch MJ, Gottschalk M, Munz DC. (2006)The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal,58(3):129-47Lindberg P & Vingård E. (2012). Indicators of healthy work environments – a systematic review. Work, 41(0), 3032-3038.
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8.
  • Lindberg, Per, et al. (författare)
  • Can a systematic participative method for processing workplace survey data enhance organizational communication skills?
  • 2017
  • Konferensbidrag (refereegranskat)abstract
    • ObjectivesThe concept healthy workplace has been defined as an organization that maximizes the integration of worker goals for wellbeing and company objectives for profitability and productivity (Sauter, Lim, & Murphy, 1996). The PATH-model (Grawitch, Gottschalk, & Munz, 2006) shows a synthesis of earlier research in a number of different disciplines and frames how a healthy workplace with wellbeing for the individual along with organizational improvements can be achieved. The model suggests five general categories of healthy workplace practices: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. In order for these workplace practices to have an influence on the employees and the organizational outcomes the effectiveness of communication within the organization is crucial as is the alignment of workplace practices with the organizational context. Effective organizational communication in this context means that the management communicates what the organization offers the employees in order to enable good performance and wellbeing at work as well as that the employees state their needs in order to do a good job. The ongoing GodA-project (a Swedish acronym for good work environments and healthy workplaces) aims at investigating if workplace strategies in line with the PATH-model add to better health and wellbeing among the employees as well as organizational improvements. The present study is part of the GodA-project and aims at exploring to which extent the specific “GodA-method” for processing workplace survey data influences organizational communication skills. MethodsThe GodA study is a 2-year follow up study with a survey feedback design in three companies with both blue- and white collar workers. One of the companies serves as “intervention-company”, the other two as controls. The project started in 2012 with a pre-project by means of focus groups and individual interviews in order to find out how employees and managers in the three companies describe the concept of a healthy work environment and what contributes to their well-being at work. In 2013 a baseline questionnaire was sent out including items, a) based on the combined results of the pre-study and a comprehensive literature review (Lindberg & Vingård, 2012) , and b) well-established questions on health and work environment. The results from the survey were reported back to the companies, which have been processing their respective results. In spring 2015 another survey wave was administered. Parallel, data concerning the company’s key indicators and internal development have been collected. Baseline results in the GodA-study showed that the employees considered communication as a very important factor for their well-being at work. However, they also reported that the internal communication was not at all at desired level. Considering that the PATH-model emphasizes internal communication as critical in establishing a healthy workplace, the intervention was designed to enhance communication skills. The “GodA-method”, to process the survey feedback was developed in collaboration with the “intervention-company”. In short, the baseline results concerning health, and physical- and psychosocial factors at the workplace, as reported by respective working group, are split into nine themes. Each theme is designed small enough to be processed during the groups’ monthly staff meetings. At the meetings the employees discuss today’s theme, first without then together with their supervisor and decide upon one measurable action to be taken to improve their work environment. To begin each discussion without the supervisor was a chosen strategy in order to empower the employees and in an implicit way train communication skills. The intervention has been followed by process evaluation forms for the supervisors as well as group interviews with employees and supervisors, respectively.   ResultsNine working groups, each with 7-13 employees, were studied. The individual groups performed heterogeneous. The degree to which the various groups actively took actions for improvements seemed to be associated with the closest supervisor’s understanding of the importance of respective themes and his/her capability to conduct group discussions.Communication was measured by a 5-item index showing the discrepancy between experienced and desirable communication level, where an index score of -0,5 to 0 (no discrepancy) was considered as good and a score below -.5 was considered undesirable. Preliminary results show that in groups (=5) performing 3-5 meetings the communication index in average deteriorated from -0.89 to -1.41, whereas groups (=4) performing 8-9 meetings the index improved or remained at a rather high level, in average from -0.92 to -0.71. Further analyses and results will be presented at the conference.ConclusionThe results give support to the hypothesis that systematic and continuous training focusing on a mutual theme is a feasible method for improving communication skills.Practical implicationsHealthy workplaces are not created overnight. The GodA-method for processing employee surveys seems to be a useful way to systematically work with continuous improvements of the workplace. However, training of supervisors for group discussions seems necessary.
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9.
  • Lindberg, Per, et al. (författare)
  • Can a systematic participative method for processing workplace survey data enhance organizational communication skills? : Experiences from the GodA-project for healthy workplaces
  • 2015
  • Ingår i: Proceedings 19<sup>th</sup> Triennial Congress of the IEA, Melbourne 9-14 August 2015.
  • Konferensbidrag (refereegranskat)abstract
    • Conditions in today’s working life make new approaches necessary in order to limit negative health effects of work and to enhance wellbeing and health at work. Despite rather progressive legislation, a century of labour inspections, and the efforts of thousands of occupational health personnel, still 24 % of the working population in Sweden report to have had work-related disorders during the last twelve months (Swedish Work Environment Authority and Statistics Sweden, 2014). Even if the “elimination approach” partly has succeeded in reducing detrimental factors at work, it is obvious that this is insufficient or inadequate for a working life where key issues for progress are motivation, cooperation and creativity (Aronsson, Gustafsson, & Hakanen, 2009). In order to achieve a sustainable working life, not the least to coop with issues related to the ageing population, it is likely that strategies and actions from different and new angles are needed.The concept healthy workplace has been defined as an organization that maximizes the integration of worker goals for wellbeing and company objectives for profitability and productivity (Sauter, Lim, & Murphy, 1996). The PATH-model (Grawitch, Gottschalk, & Munz, 2006) shows a synthesis of earlier research in a number of different disciplines and frames how a healthy workplace with wellbeing for the individual along with organizational improvements can be achieved. The model suggests five general categories of healthy workplace practices: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. In order for these workplace practices to have an influence on the employeesand the organizational outcomes the effectiveness of communication within the organization is crucial as isthe alignment of workplace practices with the organizational context. Effective organizational communication in this context means that the management communicates what the organisation offers the employees in order to enable good performance and wellbeing at work as wellas that the employeesstate their needs in order to do a good job.The ongoing GodA-project (a Swedish acronym for good work environments and healthy workplaces) aims at investigating if workplace strategies in line with the PATH-model (Grawitch et al., 2006) lead to better health and wellbeing among the employees as well as organizational improvements. The present study is part of the GodA-project and aims at exploring to which extent the specific “GodA-method” for processing of workplace survey data influences organizational communications skills.
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10.
  • Lindberg, Per, et al. (författare)
  • Can a systematic participative method for processing workplace survey data enhance organizational communication skills?
  • 2016
  • Ingår i: Scientific programme.
  • Konferensbidrag (refereegranskat)abstract
    • ObjectivesThe PATH-model (1) frames how a healthy workplace with wellbeing for the individual along with organizational improvements can be achieved, suggesting five healthy workplace practices. In order for these practices to have the desired influence, the effectiveness of communication within the organization is crucial. The ongoing GodA-project (an acronym for good work environments and healthy workplaces) is set up to investigate different aspects of the PATH-model. The present sub-study aims at exploring to which extent the specific “GodA-method” for processing workplace survey data influences organizational communication skills. MethodsThe GodA study is a 2-year follow up study with a survey feedback design in three companies with both blue- and white collar workers. In one of the companies the “GodA-method” for processing survey feedbacks was developed and tested. Baseline results concerning workplace factors were split into nine themes, small enough to be processed during respective working groups’ monthly staff meetings. At the meetings the employees discussed today’s theme, first without, then together with their supervisor and decided on one action for improvements. This strategy was chosen in order to empower the employees and implicitly train their communication skills. The intervention was followed by process evaluations.   ResultsNine working groups, each with 7-13 employees, were studied. The degree to which the various groups actively took actions for improvements seemed to be associated with the closest supervisor’s understanding of the importance of respective themes and his/her capability to conduct group discussions.Communication was measured by a 5-item index showing the discrepancy between experienced and desirable communication level, where -0,5 – 0 was considered as good. In groups (=5) performing 3-5 meetings the communication index in average deteriorated from -0.89 to -1.41, whereas groups (=4) performing 8-9 meetings the index improved or remained at a rather high level, in average from -0.92 to -0.71.ConclusionThe results give support to the idea that systematic and continuous training focusing on a mutual theme is a feasible method for improving communication skills. Training of supervisors for group discussions seems necessary.
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