International Journal of Workplace Health Management最新文献

Purpose

It is inherent in human nature to pursue a fulfilling life. The art-of-living approach provides strategies to help individuals attain higher well-being. Based on current research approaches on the art-of-living, we aimed to develop, implement and evaluate an online training that enhances art-of-living and well-being scores of flight attendants.

Design/methodology/approach

The training focused on six art-of-living components – self-knowledge, savoring, bodily care, coping with events, positive attitude toward life and serenity. In total, 94 participants were randomly assigned to 3-day (n = 34) or 9-day (n = 30) training groups or to 2 corresponding control groups (CGs) (n = 30). Art-of-living and well-being were measured using self-reported questionnaires at pre-intervention, post-intervention and two-week follow-up.

Findings

Results showed significant pre-post differences in art-of-living and well-being scores in both experimental groups, while scores for the CGs remained stable across assessments. Intervention effects were sustained over the two-week follow-up period. We found no significant differences in efficacy between the shorter and longer training, suggesting that brief training can be effective.

Practical implications

These results demonstrate that well-being can be enhanced through online art-of-living training, which is promising in terms of the practical implementation of such training in resource-constrained work environments.

Originality/value

The presented, conducted and evaluated work intervention represents the first study to apply the multi-component approach of “art-of-living” in an online setting, comparing two trainings of varying durations. This approach offers a framework perfectly suited for future implementation in flight attendants’ work settings to increase well-being and a possible subsequent implementation in other professional groups that would benefit from online training (e.g. in a hybrid work context).

Purpose

The results of the COVID-19 pandemic rendered the traditional work environment model obsolete for the United States Air Force, resulting in the need to create a new hybrid work model that fits unique employee needs in a complex organization. This practitioner article discusses how the 711th Human Performance Wing (711 HPW) built the Mission-Focused Agile Work Environment (MFAWE) using a combination of human and mission-focused strategies to ensure a more flexible work environment without compromising excellence or its employees' well-being.

Design/methodology/approach

Using an action research approach, data was collected by 77 diverse stakeholders in six working groups. Five perspectives were examined – employee, operations, infrastructure, leadership and mission – using a combination of literature and policy reviews, interviews, surveys and personal experiences to deliver recommendations to leadership for implementation.

Findings

The MFAWE addressed hybrid work transition requirements, including employee guidance, permanent workspace guidelines and facilities. Lessons learned from implementation included the need for a change management and communication strategy. An employee playbook was found to be an effective modality for information sharing but not for policy enforcement. Employee preference for permanent space regardless of time on site due to sanitation and mental health concerns was also discovered.

Originality/value

This article showcases how a large, complex organization built a new hybrid work model using employee-inclusive practices, filling a gap in the literature. This project also uncovered complex interdependencies when transitioning to a hybrid work model, including employee preferences.

Purpose

We examined the effect of management practices on overt and subtle forms of discrimination in remote working contexts. Management practices (i.e. diversity and equality management systems) may influence employees’ perception of the diversity climate and affect the occurrence of discrimination.

Design/methodology/approach

To empirically investigate these associations, we administrated an online questionnaire with self-report measures via a 3-wave longitudinal research design.

Findings

Data analysis of our sample of N = 153 remotely working employees show that when managers invest in equality and diversity practices, employees perceive their workplace as more inclusive (i.e. diversity climate). In turn, this reduces the occurrence of subtle discriminations. Conversely, this relationship was not significant for overt forms of discrimination.

Originality/value

This result indicates that creating a diversity climate is especially important when combatting subtle forms of discrimination in remote work contexts. We discuss the theoretical and practical implications of our findings in light of managerial studies on discrimination at work and psychological literature on virtual environment and social networking.

Purpose

This paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation.

Design/methodology/approach

We used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). We interviewed a total of 12 managers, including one HR manager (HRms) and two team managers from each company. We also conducted an online questionnaire with open questions, reaching out to 128 home-office workers from the four participating companies. This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.

Findings

Findings enabled detail of the organisational factor of the Belzunegui-Eraso and Erro-Garcés (2020) extended Baruch and Nicholson’s (1997) model into people management issues: organisational culture, team management and human resources management (HRM) practices, as well as the technological support. The results also revealed that people management benefits from the successful home-office implementation, which boosted the digitalisation of human resources (HR) processes.

Originality/value

Considering the lessons learned from the home-office imposition, this research provides original insights into the field by exploring the roles of supervisors and HR managers, in non-health organisations, with different previous remote work experiences, in a recent global disruptive moment, based on a rich qualitative approach. The paper offers concrete guidelines for companies that intend to implement remote work management programs and contributes to deepen the knowledge of home-office experience, offering a model focusing on managers’ roles (HRms and TMs) and HRM practices.

Purpose

With the continuing transition to hybrid working models, companies are confronted with new challenges. Location- and time-flexible working offers employees considerable advantages regarding work success and, in particular, personal well-being and health. The separate effects of remote work and work autonomy on the degree of perceived burnout have already been sufficiently investigated. The influence of hybrid work, the combination of remote and in-office work together with work autonomy, on perceived burnout has yet to be investigated. Against this background, the present study examines the impact of hybrid work on perceived burnout.

Design/methodology/approach

The empirical study uses data from N = 779 German office employees. Drawing on the conservation of resources theory, the data is evaluated using regression and mediation analysis.

Findings

The results indicate a negative impact of remote work and work autonomy on perceived burnout. In addition, the effect of remote work on perceived burnout is partially mediated by work autonomy. This shows that hybrid work overall has a burnout-reducing effect.

Practical implications

Considering the workforce’s health, the results suggest that organisations should focus on hybrid working. Thus, employees should continuously be allowed to work remotely. In addition, workflows and processes should be designed to provide employees work autonomy. If organisational constraints require office presence, then the results underline the need for stress-reducing adaptation of offices.

Originality/value

The study offers first empirical results on the combined impact of remote work and work autonomy on perceived burnout. Furthermore, it provides implications for designing hybrid working environments and orientation in the ongoing return to office debate.

Purpose

This research investigates the personal experiences of hybrid workers, exploring their perspectives on their health and well-being when undertaking hybrid working arrangements. The research further explores how organisations can proactively support the health and wellbeing of hybrid workers, mitigating any potential health risks.

Design/methodology/approach

A cross-sectional, qualitative online survey was used to collect data from 412 hybrid workers. The data were analysed thematically. This approach allows for nuanced insights into the personal experiences of hybrid workers to be understood.

Findings

Findings indicate that employees who undertake hybrid work experience both positive and negative effects on their subjective well-being; hybrid work arrangement has the potential to act as a job resource or job demand. The study further identifies actions that can support healthy hybrid work that will be of value to organisations offering these working arrangements.

Originality/value

Although empirical research has previously examined the relationship between remote work and employee well-being, there is a lack of in-depth understanding about employees’ experiences of well-being whilst undertaking hybrid work – an emerging and relatively unexplored working arrangement. This research therefore addresses a significant gap in the literature by providing a deep understanding of how hybrid work influences employee well-being. Furthermore, previous research has not yet explored how hybrid worker health can be enabled and supported by organisations and individuals themselves.

Purpose

The purpose of this study was to develop a multi-criteria-based scoring model to upgrade the work stress prevention checkpoints to a stress-management tool for estimating the risk score of the workplace’s stressors and prioritizing the control solutions.

Design/methodology/approach

A Panel of ten experts was formed and capitalized on Fuzzy Delphi, Fuzzy DEMATEL, and SWARA methods to discover the decision criteria, obtain the weights of the checkpoints’ dimensions, and develop the system to be used in an organization. The developed tool is finally applied in an organization as a case study.

Findings

Five criteria, namely Intellectual, Physical, Emotional, Behavioral, and Organizational reactions were found with respect to which the dimensions were prioritized. Generally, the heaviest weight belonged to “Job demand” by 0.13, followed by “Work-life balance and working times”, “Social support”, “Leadership and justice at work”, “Job control”, and “Job security” with weights of 0.118, 0.116, 0.114, 0.11, and 0.1, respectively. The “information and communication” had the lowest weight by 0.062.

Practical implications

It was found that multiple stress-related factors have different importance that can be considered in work-related stress (WRS) assessments. To this end, combining MCDM methods is a suitable approach to determine the factors’ importance coefficients.

Originality/value

This tool allows an organization to control work stress on the basis of one particular criterion or multiple criteria. The case study results showed that this tool makes the implementation of corrective measures much easier to manage based on the risk level of each dimension.

Purpose

Digitalization and flexibility of workplaces as aspects of new ways of working are associated both positively and negatively with employees’ well-being. However, the mechanisms behind this relationship are not clear yet. We present work intensity as a link between new ways of working and psychological well-being. Furthermore, we address two job resources to alter this association: autonomy and boundary control.

Design/methodology/approach

Overall, 1,099 employees of a public administration organization participated in the survey and answered a web-based questionnaire. The organization was in the transition to new ways of working including the introduction of a digital filing system and remote work.

Findings

The results of regression analyses provided evidence that flexibility and dissolution of boundaries were positively related to work intensity, which in turn was associated with emotional exhaustion and work engagement. Thus, new ways of working were negatively associated with psychological well-being, mediated by work intensity. Further analyses revealed that the job resources of autonomy and boundary control moderated the relationship between flexibility respectively dissolution of boundaries with work intensity. Thus, these job resources acted as buffering factors and mitigated the association of new ways of working with work intensity.

Originality/value

The results indicated that work intensity could be perceived as a conceptual bridge between new ways of working and psychological well-being providing a promising target variable for the deployment of job resources to preserve employees’ well-being.