Pub Date : 2023-05-23DOI: 10.1108/ijwhm-01-2023-0010
O. Okun, K. Arun
PurposeThis research aims to reveal the relationship between ingroup favoritism, seen as a theoretical cause of workplace violence experienced by physicians, with pre-violence, the moment of violence and post-violence, and the role of psychological resilience in coping with workplace violence.Design/methodology/approachA descriptive, cross-sectional design was applied in the research. First, data was gathered via structured questionnaire surveys to the 169 physicians and 321 patients with appointments using the simple random sampling method in three public hospitals in the province of Sanliurfa-Turkey between June 3, 2020, and January 1, 2021. The data was then examined through variance-based structural equation modeling and regression analysis.FindingsResults indicate that the psychological resilience of physicians is essential in coping with workplace violence. The causes of favoritism behaviors were stated as a desire to protect the individuals they are with, increase their power, gain interest and cover their incompetence. It was determined that favoritism behaviors increase violence, but psychological resiliency decreases violence.Originality/valueSome unobservable markers that impose priority for a patient from one's primary group, favoritism, may predict behaviors including violence. Contrary to popular belief, violence against physicians may be prevented by hospital management and social psychology practices rather than taking legal actions or increasing physical safety procedures. Moreover, the simultaneous collection of the data used in the study from physicians and patients with an appointment makes the study more meaningful and unbiased.
{"title":"The relationship between physicians' ingroup favoritism to patients and workplace violence: regulatory role of physicians' psychological resilience","authors":"O. Okun, K. Arun","doi":"10.1108/ijwhm-01-2023-0010","DOIUrl":"https://doi.org/10.1108/ijwhm-01-2023-0010","url":null,"abstract":"PurposeThis research aims to reveal the relationship between ingroup favoritism, seen as a theoretical cause of workplace violence experienced by physicians, with pre-violence, the moment of violence and post-violence, and the role of psychological resilience in coping with workplace violence.Design/methodology/approachA descriptive, cross-sectional design was applied in the research. First, data was gathered via structured questionnaire surveys to the 169 physicians and 321 patients with appointments using the simple random sampling method in three public hospitals in the province of Sanliurfa-Turkey between June 3, 2020, and January 1, 2021. The data was then examined through variance-based structural equation modeling and regression analysis.FindingsResults indicate that the psychological resilience of physicians is essential in coping with workplace violence. The causes of favoritism behaviors were stated as a desire to protect the individuals they are with, increase their power, gain interest and cover their incompetence. It was determined that favoritism behaviors increase violence, but psychological resiliency decreases violence.Originality/valueSome unobservable markers that impose priority for a patient from one's primary group, favoritism, may predict behaviors including violence. Contrary to popular belief, violence against physicians may be prevented by hospital management and social psychology practices rather than taking legal actions or increasing physical safety procedures. Moreover, the simultaneous collection of the data used in the study from physicians and patients with an appointment makes the study more meaningful and unbiased.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44708431","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-11DOI: 10.1108/ijwhm-07-2022-0106
Jordan Platts, I. Coyne, Samuel Farley
PurposeResearch comparing offline and cyberbullying is relatively sparse, with scholars suggesting the need for empirical investigations to clarify whether cyberbullying and offline bullying are similar or different constructs.Design/methodology/approachUsing an experimental vignette methodology, the current study of 163 working participants obtained via social media examines the effect of medium (offline vs cyberbullying), type (person-related vs work-related) and the interaction between medium and type on perceptions of definitional criteria (severity, frequency, power and intent) and outcomes (negative emotion, fairness, job satisfaction and turnover intention).FindingsSignificant differences between offline and cyberbullying were seen only for ratings of severity, job satisfaction and turnover intention, with cyberbullying perceived as more severe and as having a more detrimental impact on job satisfaction and turnover intention. Stronger effect sizes emerged for type of bullying, with person-related bullying having a stronger negative impact on definitional criteria and outcomes than work-related bullying. Moreover, interaction effects suggested differences between the two media were dependent on type of act – with person-related/cyberbullying acts seen more negatively than other acts.Originality/valueThis paper is the first to use a vignette approach to test the similarity or difference hypothesis between offline and cyberbullying. Overall, limited support is seen for the notion that offline bullying and cyberbullying are perceived as different constructs, with type of behaviour suggesting a more complex relationship between the two.
{"title":"Cyberbullying at work: an extension of traditional bullying or a new threat?","authors":"Jordan Platts, I. Coyne, Samuel Farley","doi":"10.1108/ijwhm-07-2022-0106","DOIUrl":"https://doi.org/10.1108/ijwhm-07-2022-0106","url":null,"abstract":"PurposeResearch comparing offline and cyberbullying is relatively sparse, with scholars suggesting the need for empirical investigations to clarify whether cyberbullying and offline bullying are similar or different constructs.Design/methodology/approachUsing an experimental vignette methodology, the current study of 163 working participants obtained via social media examines the effect of medium (offline vs cyberbullying), type (person-related vs work-related) and the interaction between medium and type on perceptions of definitional criteria (severity, frequency, power and intent) and outcomes (negative emotion, fairness, job satisfaction and turnover intention).FindingsSignificant differences between offline and cyberbullying were seen only for ratings of severity, job satisfaction and turnover intention, with cyberbullying perceived as more severe and as having a more detrimental impact on job satisfaction and turnover intention. Stronger effect sizes emerged for type of bullying, with person-related bullying having a stronger negative impact on definitional criteria and outcomes than work-related bullying. Moreover, interaction effects suggested differences between the two media were dependent on type of act – with person-related/cyberbullying acts seen more negatively than other acts.Originality/valueThis paper is the first to use a vignette approach to test the similarity or difference hypothesis between offline and cyberbullying. Overall, limited support is seen for the notion that offline bullying and cyberbullying are perceived as different constructs, with type of behaviour suggesting a more complex relationship between the two.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44330531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-01DOI: 10.1108/ijwhm-07-2022-0100
Kristen L. Farris, Michael E. Burns, Tricia J. Burke, J. Bezner
PurposeThe authors used a case study approach to explore employees' perceptions of one institution's culture of health. The authors then applied a needs-centered training model to create and test the effectiveness of a workplace wellness training program to improve the culture of health.Design/methodology/approachFor study 1, the authors recruited 736 faculty and staff from an institution of higher education to complete an online culture of health survey measuring their perceived leadership support, peer support and institutional resources. In study 2, participants (n = 60) in follow-up focus groups described their experiences related to the culture of health at the institution. For study 3, university employees (n = 44) participated in the training intervention and reported on post-test outcomes measuring the training's effectiveness.FindingsHigh levels of employee stress and lack of supervisor and coworker support were identified as significant issues in the needs assessment process. Therefore, the authors developed a needs-centered training intervention that focused on supportive and confirming supervisor and peer communication. Results suggest employees perceive the training to be effective, are ready to change their behaviors and are knowledgeable about the training content.Originality/valueThis study provides evidence regarding needs-based trainings focused on co-worker communication and how these trainings may incrementally improve the culture of health within organizations. Accordingly, the authors offer best practices, including the value of focusing on employee needs, advocating for employees, building community through trainings and enacting change through the training process.
{"title":"Employee culture of health perceptions and the development of a training intervention","authors":"Kristen L. Farris, Michael E. Burns, Tricia J. Burke, J. Bezner","doi":"10.1108/ijwhm-07-2022-0100","DOIUrl":"https://doi.org/10.1108/ijwhm-07-2022-0100","url":null,"abstract":"PurposeThe authors used a case study approach to explore employees' perceptions of one institution's culture of health. The authors then applied a needs-centered training model to create and test the effectiveness of a workplace wellness training program to improve the culture of health.Design/methodology/approachFor study 1, the authors recruited 736 faculty and staff from an institution of higher education to complete an online culture of health survey measuring their perceived leadership support, peer support and institutional resources. In study 2, participants (n = 60) in follow-up focus groups described their experiences related to the culture of health at the institution. For study 3, university employees (n = 44) participated in the training intervention and reported on post-test outcomes measuring the training's effectiveness.FindingsHigh levels of employee stress and lack of supervisor and coworker support were identified as significant issues in the needs assessment process. Therefore, the authors developed a needs-centered training intervention that focused on supportive and confirming supervisor and peer communication. Results suggest employees perceive the training to be effective, are ready to change their behaviors and are knowledgeable about the training content.Originality/valueThis study provides evidence regarding needs-based trainings focused on co-worker communication and how these trainings may incrementally improve the culture of health within organizations. Accordingly, the authors offer best practices, including the value of focusing on employee needs, advocating for employees, building community through trainings and enacting change through the training process.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46529628","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-01DOI: 10.1108/ijwhm-04-2022-0057
N. Martin, M. Brann, Elizabeth M Goering
PurposeA culture of health within an organization offers benefits such as managing healthcare costs and supporting employees in becoming and staying healthy. This study aims to identify successful organization's strategies utilized to socialize employees into a culture of health.Design/methodology/approachIn-depth interviews were conducted with 19 representatives from organizations recognized for their success in creating a culture of health. Grounded theory analysis of collected data was used to identify themes related to the goals of this study.FindingsNew employees are socialized into the culture of health during the recruitment process, at new employee orientation and throughout the early employment period. Existing employees are also continually socialized using a variety of on-going communication strategies. This process is consistent with Jablin's organizational assimilation model, and this study offers the opportunity to use this model to help understand organizational health.Practical implicationsOrganizations desiring to create a culture of health can support this culture by incorporating socialization strategies into the recruitment, hiring and new employee on-boarding process.Originality/valueThough strategies have been shown to be helpful in socializing new employees into organizations, limited research has explored the relationship between socialization and a culture of health. Results from this study offer insight into how organizations that have been recognized for their success in creating a culture of health socialize new and existing employees to create and maintain a culture that supports health and well-being. Also, this study applies socialization theories to health within the workplace, offering new insights both theoretically and practically.
{"title":"Socializing employees into a culture of health","authors":"N. Martin, M. Brann, Elizabeth M Goering","doi":"10.1108/ijwhm-04-2022-0057","DOIUrl":"https://doi.org/10.1108/ijwhm-04-2022-0057","url":null,"abstract":"PurposeA culture of health within an organization offers benefits such as managing healthcare costs and supporting employees in becoming and staying healthy. This study aims to identify successful organization's strategies utilized to socialize employees into a culture of health.Design/methodology/approachIn-depth interviews were conducted with 19 representatives from organizations recognized for their success in creating a culture of health. Grounded theory analysis of collected data was used to identify themes related to the goals of this study.FindingsNew employees are socialized into the culture of health during the recruitment process, at new employee orientation and throughout the early employment period. Existing employees are also continually socialized using a variety of on-going communication strategies. This process is consistent with Jablin's organizational assimilation model, and this study offers the opportunity to use this model to help understand organizational health.Practical implicationsOrganizations desiring to create a culture of health can support this culture by incorporating socialization strategies into the recruitment, hiring and new employee on-boarding process.Originality/valueThough strategies have been shown to be helpful in socializing new employees into organizations, limited research has explored the relationship between socialization and a culture of health. Results from this study offer insight into how organizations that have been recognized for their success in creating a culture of health socialize new and existing employees to create and maintain a culture that supports health and well-being. Also, this study applies socialization theories to health within the workplace, offering new insights both theoretically and practically.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":"49 5","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41300410","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.1108/ijwhm-04-2022-0071
H. Achat, J. Stubbs, Rakhi Mittal, Suzanne K Schindeler, N. Gilroy
PurposeThe COVID-19 pandemic continues to challenge healthcare systems worldwide. The authors examined the lived experiences and perceptions of healthcare workers (HCWs) in managerial and senior positions to explore the pandemic's effects on well-being and valued organisational responses.Design/methodology/approachUsing purposive sampling, the authors conducted 39 semi-structured interviews with senior staff including health service administrators, heads of department and senior clinicians at a designated COVID-19 facility in New South Wales, Australia. Interviews were conducted from November 2020 to February 2021 to reflect on experiences during the height of the pandemic in 2020 (mid-March to the end of May 2020).FindingsWorkplace experiences affecting HCWs' well-being included being shunned by others, fear of infecting family, fear of the unknown, concerns about personal protective equipment, lack of direction from above and increased workload. Organisational interventions to protect the health and safety of HCWs and their patients included redeployment, improved communication, effective management committees, education and mental health supports.Practical implicationsOrganisations can minimise worker-identified factors threatening their well-being during a health crisis by applying broad-ranging initiatives including inclusive and open communication, promoting flexible work practices, providing up-to-date guidelines and policies and fostering camaraderie between workers.Originality/valueThe voices of senior clinical and managerial staff have been largely unheard during the COVID-19 pandemic. The authors addressed this deficit by describing their experiences and insights regarding the pandemic's impact on well-being and the organisation's responses to simultaneously safeguarding its staff and providing quality patient care.
{"title":"Protecting workers' well-being in times of crisis: the first wave of COVID-19 in an Australian healthcare setting in 2020","authors":"H. Achat, J. Stubbs, Rakhi Mittal, Suzanne K Schindeler, N. Gilroy","doi":"10.1108/ijwhm-04-2022-0071","DOIUrl":"https://doi.org/10.1108/ijwhm-04-2022-0071","url":null,"abstract":"PurposeThe COVID-19 pandemic continues to challenge healthcare systems worldwide. The authors examined the lived experiences and perceptions of healthcare workers (HCWs) in managerial and senior positions to explore the pandemic's effects on well-being and valued organisational responses.Design/methodology/approachUsing purposive sampling, the authors conducted 39 semi-structured interviews with senior staff including health service administrators, heads of department and senior clinicians at a designated COVID-19 facility in New South Wales, Australia. Interviews were conducted from November 2020 to February 2021 to reflect on experiences during the height of the pandemic in 2020 (mid-March to the end of May 2020).FindingsWorkplace experiences affecting HCWs' well-being included being shunned by others, fear of infecting family, fear of the unknown, concerns about personal protective equipment, lack of direction from above and increased workload. Organisational interventions to protect the health and safety of HCWs and their patients included redeployment, improved communication, effective management committees, education and mental health supports.Practical implicationsOrganisations can minimise worker-identified factors threatening their well-being during a health crisis by applying broad-ranging initiatives including inclusive and open communication, promoting flexible work practices, providing up-to-date guidelines and policies and fostering camaraderie between workers.Originality/valueThe voices of senior clinical and managerial staff have been largely unheard during the COVID-19 pandemic. The authors addressed this deficit by describing their experiences and insights regarding the pandemic's impact on well-being and the organisation's responses to simultaneously safeguarding its staff and providing quality patient care.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46858279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-24DOI: 10.1108/ijwhm-02-2023-231
Kathrin Kirchner, Christine Ipsen
Digitalization leads to changes in companies, new business models and the founding of new companies. Workplaces change when new technologies allow and demand new ways of working. Examples are hybrid-remote work, where employees can collaborate synchronously using technologies like video conferencing systems or online platforms, meetings in the metaverse or mobile presence through telepresence robots. These technologies allow workplaces to include employees and managers from a distance, allowing higher flexibility and better compatibility of family and work, contribute to less traffic and, therefore, potentially improve climate change. In healthcare, service robots can support employees in patient care in times of shortage of caretakers. Other workplaces use mental healthtech apps to continuously collect data about people’s mental health and well-being, allowing workplaces to act and provide the necessary employee assistance programs. For example, big data analysis leads to new possibilities, as it can support managers’ decisions, especially in complex situations where quick actions are necessary. In particular, artificial intelligence (AI) allows gig work on digital platforms like Wolt, Mechanical Turk or Uber as new, flexible work forms that can include a diverse workforce. New technologies also lead to a reorganization of workplaces. In the future, offices might be more open with free seating so that employees can meet and include technologies that allow the integration of distant employees. In other cases, less office space may be needed whenworkplaces allow people to work from home. However, employees andmanagers might prefer to come to the office to meet their colleagues, brainstorm about new projects and discuss issues in ongoing projects. Furthermore, employees working from home need to be integrated into such meetings via video conferences or telepresence robots. Together, these changes made available via digital technologies call for new and responsible management approaches and work design, particularly how to ensure workplace health for all. Leadership during transitions like these requires support from the organization (Ipsen et al., 2018). The support ensures that the managers develop in tandem with the change process, so their management and leadership match the new ways of working and do not reflect how things were and used to be. However, a recent study of managers leading their employees through times of change shows that organizational support was limited (Ipsen et al., 2022). From this, we learn the importance of fusing management and workplace health and that it involves all levels and factors. While these new digital technologies provide opportunities for businesses, employees and managers, they also have potential pitfalls. New technologies also allow the collection of a massive amount of data, e.g. via sensors, data tracking, workplace computers or GPS. Employees can be digitally monitored when working from home, and these
{"title":"Editorial: Fusing management and workplace health: a research agenda on digitalization","authors":"Kathrin Kirchner, Christine Ipsen","doi":"10.1108/ijwhm-02-2023-231","DOIUrl":"https://doi.org/10.1108/ijwhm-02-2023-231","url":null,"abstract":"Digitalization leads to changes in companies, new business models and the founding of new companies. Workplaces change when new technologies allow and demand new ways of working. Examples are hybrid-remote work, where employees can collaborate synchronously using technologies like video conferencing systems or online platforms, meetings in the metaverse or mobile presence through telepresence robots. These technologies allow workplaces to include employees and managers from a distance, allowing higher flexibility and better compatibility of family and work, contribute to less traffic and, therefore, potentially improve climate change. In healthcare, service robots can support employees in patient care in times of shortage of caretakers. Other workplaces use mental healthtech apps to continuously collect data about people’s mental health and well-being, allowing workplaces to act and provide the necessary employee assistance programs. For example, big data analysis leads to new possibilities, as it can support managers’ decisions, especially in complex situations where quick actions are necessary. In particular, artificial intelligence (AI) allows gig work on digital platforms like Wolt, Mechanical Turk or Uber as new, flexible work forms that can include a diverse workforce. New technologies also lead to a reorganization of workplaces. In the future, offices might be more open with free seating so that employees can meet and include technologies that allow the integration of distant employees. In other cases, less office space may be needed whenworkplaces allow people to work from home. However, employees andmanagers might prefer to come to the office to meet their colleagues, brainstorm about new projects and discuss issues in ongoing projects. Furthermore, employees working from home need to be integrated into such meetings via video conferences or telepresence robots. Together, these changes made available via digital technologies call for new and responsible management approaches and work design, particularly how to ensure workplace health for all. Leadership during transitions like these requires support from the organization (Ipsen et al., 2018). The support ensures that the managers develop in tandem with the change process, so their management and leadership match the new ways of working and do not reflect how things were and used to be. However, a recent study of managers leading their employees through times of change shows that organizational support was limited (Ipsen et al., 2022). From this, we learn the importance of fusing management and workplace health and that it involves all levels and factors. While these new digital technologies provide opportunities for businesses, employees and managers, they also have potential pitfalls. New technologies also allow the collection of a massive amount of data, e.g. via sensors, data tracking, workplace computers or GPS. Employees can be digitally monitored when working from home, and these ","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":"1 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62039060","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-17DOI: 10.1108/ijwhm-02-2022-0025
Kelly Lancaster, Dmitry Tumin, Kendall M. Campbell
PurposeThe coronavirus disease 2019 (COVID-19) pandemic drastically changed work arrangements, but COVID-19's impact on employee leave utilization is unclear. The authors sought to understand how sick leave and vacation leave utilization changed during the pandemic among clinical and non-clinical departments at an academic medical center (AMC).Design/methodology/approachClinical departments were defined as work units with a primary mission of providing direct patient care. Per-person, per-month leave utilization data were obtained from the AMC's time-keeping system for 3 clinical departments and 4 non-clinical departments in the first 12 months of the pandemic and the preceding 12 months. Monthly data for each department were analyzed with mixed-effects regression.FindingsAvailable data represented 402 employees from 3 clinical departments and 73 employees from 4 non-clinical departments. The authors found no statistically significant change in sick leave utilization among either clinical or non-clinical departments. Vacation leave utilization decreased during the pandemic by 5.9 h per person per month in non-clinical departments (95% confidence interval [CI]: −8.1, −3.8; p < 0.001) and by 3.0 h per person per month in clinical departments (95% CI: −4.3, −1.7; p < 0.001).Originality/valueAmong employees in clinical departments, the authors found no increase in sick leave utilization and a decrease in vacation utilization. These findings are concerning for presenteeism, risk of burnout or understaffing resulting in workers' inability to take time away from work in clinical departments.
{"title":"Changes in sick leave utilization at an academic medical center during the COVID-19 pandemic","authors":"Kelly Lancaster, Dmitry Tumin, Kendall M. Campbell","doi":"10.1108/ijwhm-02-2022-0025","DOIUrl":"https://doi.org/10.1108/ijwhm-02-2022-0025","url":null,"abstract":"PurposeThe coronavirus disease 2019 (COVID-19) pandemic drastically changed work arrangements, but COVID-19's impact on employee leave utilization is unclear. The authors sought to understand how sick leave and vacation leave utilization changed during the pandemic among clinical and non-clinical departments at an academic medical center (AMC).Design/methodology/approachClinical departments were defined as work units with a primary mission of providing direct patient care. Per-person, per-month leave utilization data were obtained from the AMC's time-keeping system for 3 clinical departments and 4 non-clinical departments in the first 12 months of the pandemic and the preceding 12 months. Monthly data for each department were analyzed with mixed-effects regression.FindingsAvailable data represented 402 employees from 3 clinical departments and 73 employees from 4 non-clinical departments. The authors found no statistically significant change in sick leave utilization among either clinical or non-clinical departments. Vacation leave utilization decreased during the pandemic by 5.9 h per person per month in non-clinical departments (95% confidence interval [CI]: −8.1, −3.8; p < 0.001) and by 3.0 h per person per month in clinical departments (95% CI: −4.3, −1.7; p < 0.001).Originality/valueAmong employees in clinical departments, the authors found no increase in sick leave utilization and a decrease in vacation utilization. These findings are concerning for presenteeism, risk of burnout or understaffing resulting in workers' inability to take time away from work in clinical departments.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47143812","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-06DOI: 10.1108/ijwhm-04-2021-0076
Inês Lopes Santos, D. Miragaia
PurposeMost adults do not follow the minimum requirements for physical activity despite the benefits such activity can provide toward improving quality of life. On average, an adult spends 60% of daily hours in the workplace, making it essential to create working environments that are favorable to avoiding harmful effects on the health of workers. Toward this end, the application of physical activity programs in a work context is one of the possible interventions. This study aims to carry out a systematic review of the literature to identify the impact of physical activity programs applied in the workplace, on employee wellness and organizational productivity.Design/methodology/approachThe search for reports was carried out in two databases, namely, Thomson Reuters Web of Science and Scopus, according to several inclusion and exclusion criteria. The Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) was applied to ensure the quality of the study. Microsoft Excel 2016 was used to organize the database to support the data analysis.FindingsThe sample comprised 64 reports published in international journals between 1986 and 2019. From these studies, six thematic clusters were formed: Workplace Physical Activity Interventions, Workplace Wellness, Physical Activity and Organizational Performance, Barriers to Developing Physical Activity Programs in the Workplace, Physical Activity and Sedentary Occupations and Workplace Physical Activity Incentives. The analysis of these clusters confirmed that the implementation of physical activity programs in this context could represent beneficial effects for workers and the organizational system by contributing to a reduction in the rates of absenteeism and presenteeism. However, there are still many organizations that do not implement such programs.Originality/valueThe results of this study are essential for managers of organizations to be able to implement physical activity programs in a work context, similarly to the application of a strategy of corporate social responsibility in an intra-organizational environment. This research may also be useful for professionals in the areas of sports and physical exercise, who want to build their business around physical exercise programs applied to a work context.
目的大多数成年人没有达到体育锻炼的最低要求，尽管体育锻炼可以提高生活质量。平均而言，成年人每天有60%的时间是在工作场所度过的，因此创造有利于避免对工人健康产生有害影响的工作环境至关重要。为此，在工作环境中应用体育活动计划是一种可能的干预措施。本研究旨在对文献进行系统回顾，以确定在工作场所应用体育活动计划对员工健康和组织生产力的影响。设计/方法/方法根据若干纳入和排除标准，在Thomson Reuters Web of Science和Scopus两个数据库中进行报告搜索。采用系统评价和荟萃分析首选报告项目(PRISMA)来确保研究质量。使用Microsoft Excel 2016对数据库进行整理，支持数据分析。该样本包括1986年至2019年间发表在国际期刊上的64份报告。从这些研究中，形成了六个主题集群:工作场所体育活动干预、工作场所健康、体育活动与组织绩效、工作场所发展体育活动计划的障碍、体育活动与久坐职业和工作场所体育活动激励。对这些集群的分析证实，在这种情况下实施体育活动计划可以通过减少缺勤和出勤率来对工人和组织系统产生有益的影响。然而，仍有许多组织没有实施这些计划。本研究的结果对于组织管理者在工作环境中实施体育活动计划至关重要，类似于在组织内部环境中应用企业社会责任战略。这项研究也可能对体育和体育锻炼领域的专业人士有用，他们希望将体育锻炼项目应用到工作环境中。
{"title":"Physical activity in the workplace: a cost or a benefit for organizations? A systematic review","authors":"Inês Lopes Santos, D. Miragaia","doi":"10.1108/ijwhm-04-2021-0076","DOIUrl":"https://doi.org/10.1108/ijwhm-04-2021-0076","url":null,"abstract":"PurposeMost adults do not follow the minimum requirements for physical activity despite the benefits such activity can provide toward improving quality of life. On average, an adult spends 60% of daily hours in the workplace, making it essential to create working environments that are favorable to avoiding harmful effects on the health of workers. Toward this end, the application of physical activity programs in a work context is one of the possible interventions. This study aims to carry out a systematic review of the literature to identify the impact of physical activity programs applied in the workplace, on employee wellness and organizational productivity.Design/methodology/approachThe search for reports was carried out in two databases, namely, Thomson Reuters Web of Science and Scopus, according to several inclusion and exclusion criteria. The Preferred Reporting Items for Systematic Reviews and Meta-analyses (PRISMA) was applied to ensure the quality of the study. Microsoft Excel 2016 was used to organize the database to support the data analysis.FindingsThe sample comprised 64 reports published in international journals between 1986 and 2019. From these studies, six thematic clusters were formed: Workplace Physical Activity Interventions, Workplace Wellness, Physical Activity and Organizational Performance, Barriers to Developing Physical Activity Programs in the Workplace, Physical Activity and Sedentary Occupations and Workplace Physical Activity Incentives. The analysis of these clusters confirmed that the implementation of physical activity programs in this context could represent beneficial effects for workers and the organizational system by contributing to a reduction in the rates of absenteeism and presenteeism. However, there are still many organizations that do not implement such programs.Originality/valueThe results of this study are essential for managers of organizations to be able to implement physical activity programs in a work context, similarly to the application of a strategy of corporate social responsibility in an intra-organizational environment. This research may also be useful for professionals in the areas of sports and physical exercise, who want to build their business around physical exercise programs applied to a work context.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2023-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46620055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-23DOI: 10.1108/ijwhm-05-2021-0121
Mira Schwarz, F. Feldmann, B. Schmitz
PurposeDue to the increasing burden of stress in the workplace, it is necessary to develop interventions to prevent long-term overload. The present study is based on the concept of art-of-living, which promotes a more reflective and conscious approach to life. In study 1, an online training designed to increase well-being was administered. Study 2 investigated the impact of an art-of-living training in a workplace environment.Design/methodology/approachStudy 1 employed a two-factorial design, crossing time of testing (pre-test, post-test and follow-up-test) with group (three experimental groups; one control group); 67 participants received art-of-living training on their individual weaknesses and/or strengths or alternative control training. Study 2 used repeated measures and a waiting-list control group; 20 employees of a pharmaceutical company took part in the two-day intervention with a two-week learning phase in between.FindingsThe results of Study 1 indicated that even brief online art-of-living interventions can be effective. Significant differences between pre-, post- and follow-up-tests were observed in art-of-living and well-being scores among participants who had undergone training in art-of-living components identified as representing their strengths or a combination of their strengths and their weaknesses. The results of Study 2 also indicated positive outcomes in the experimental group, with significant increases between pre- and post-test in art-of-living, flourishing, positive affect and occupational self-efficacy, and significant decreases in negative affect.Originality/valueThe results demonstrate that art-of-living training can be used to increase art-of-living, well-being and occupational self-efficacy. Therefore, this type of intervention should attract further attention in future studies especially in the context of the workplace.
{"title":"Art-of-living at work: interventions to reduce stress and increase well-being","authors":"Mira Schwarz, F. Feldmann, B. Schmitz","doi":"10.1108/ijwhm-05-2021-0121","DOIUrl":"https://doi.org/10.1108/ijwhm-05-2021-0121","url":null,"abstract":"PurposeDue to the increasing burden of stress in the workplace, it is necessary to develop interventions to prevent long-term overload. The present study is based on the concept of art-of-living, which promotes a more reflective and conscious approach to life. In study 1, an online training designed to increase well-being was administered. Study 2 investigated the impact of an art-of-living training in a workplace environment.Design/methodology/approachStudy 1 employed a two-factorial design, crossing time of testing (pre-test, post-test and follow-up-test) with group (three experimental groups; one control group); 67 participants received art-of-living training on their individual weaknesses and/or strengths or alternative control training. Study 2 used repeated measures and a waiting-list control group; 20 employees of a pharmaceutical company took part in the two-day intervention with a two-week learning phase in between.FindingsThe results of Study 1 indicated that even brief online art-of-living interventions can be effective. Significant differences between pre-, post- and follow-up-tests were observed in art-of-living and well-being scores among participants who had undergone training in art-of-living components identified as representing their strengths or a combination of their strengths and their weaknesses. The results of Study 2 also indicated positive outcomes in the experimental group, with significant increases between pre- and post-test in art-of-living, flourishing, positive affect and occupational self-efficacy, and significant decreases in negative affect.Originality/valueThe results demonstrate that art-of-living training can be used to increase art-of-living, well-being and occupational self-efficacy. Therefore, this type of intervention should attract further attention in future studies especially in the context of the workplace.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45685679","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-12-01DOI: 10.1108/ijwhm-01-2021-0008
Louise Fransson, Marie Lydell
PurposeThis study aims to describe the managers' experiences of promoting employees' health and work environment from a salutogenic perspective during an organizational change.Design/methodology/approachTen managers going through an organizational change, including three men and seven women. The managers belonged to the same management team and was participating in discussions with researchers regarding organizational changes. The managers were between the age of 32 and 59 and had between one and 25 years of experience in a managerial position. Semi-structured interviews were conducted, and the analysis was performed using qualitative content analysis with an abductive approach.FindingsThe experiences from the managers were described, and during the analysis, six categories emerged. The categories were about the salutogenic theory sense of coherence, and therefore, the categories were placed in the domains comprehensibility, manageability and meaningfulness. In the domain comprehensibility, two categories emerged in the analysis; transparent managers create an understandable change and continuous information contributes to comprehensibility. In the domain manageability, two categories emerged in the analysis; clear structure provides manageable change and balance between requirements and expectations provides manageable change. In the domain meaningfulness, two categories emerged in the analysis; an open conversational climate creates meaningful participation and common consensus contributes to meaningfulness in work.Originality/valueThis study highlights what it is like to be a manager during an organizational change and describes how employees' health and work environment can be promoted. By being clear with information about the change and being transparent in what is happening, an opportunity is created to promote good health among employees during the change period.
{"title":"Managers' experiences of promoting employees' health and work environment from a salutogenic perspective during organizational change","authors":"Louise Fransson, Marie Lydell","doi":"10.1108/ijwhm-01-2021-0008","DOIUrl":"https://doi.org/10.1108/ijwhm-01-2021-0008","url":null,"abstract":"PurposeThis study aims to describe the managers' experiences of promoting employees' health and work environment from a salutogenic perspective during an organizational change.Design/methodology/approachTen managers going through an organizational change, including three men and seven women. The managers belonged to the same management team and was participating in discussions with researchers regarding organizational changes. The managers were between the age of 32 and 59 and had between one and 25 years of experience in a managerial position. Semi-structured interviews were conducted, and the analysis was performed using qualitative content analysis with an abductive approach.FindingsThe experiences from the managers were described, and during the analysis, six categories emerged. The categories were about the salutogenic theory sense of coherence, and therefore, the categories were placed in the domains comprehensibility, manageability and meaningfulness. In the domain comprehensibility, two categories emerged in the analysis; transparent managers create an understandable change and continuous information contributes to comprehensibility. In the domain manageability, two categories emerged in the analysis; clear structure provides manageable change and balance between requirements and expectations provides manageable change. In the domain meaningfulness, two categories emerged in the analysis; an open conversational climate creates meaningful participation and common consensus contributes to meaningfulness in work.Originality/valueThis study highlights what it is like to be a manager during an organizational change and describes how employees' health and work environment can be promoted. By being clear with information about the change and being transparent in what is happening, an opportunity is created to promote good health among employees during the change period.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":" ","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49167367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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