Pub Date : 2022-06-14DOI: 10.1108/ijwhm-02-2022-0020
Thi Tuan Linh Pham, Hao‐Yuan Chang, A. M. Wong, Vu Thi Hong Van, Ching-I. Teng
PurposeNurses' health is vital for retaining nurses in the profession. However, lack of study has examined how headaches and professional commitment interact to impact professional turnover intention. This study aims to examine the moderating effect of nurses' headaches on the relationship among professional commitment factors (affective professional commitment, continuance professional commitment and normative professional commitment) and nurses' professional turnover intention.Design/methodology/approachThis study employed a two-wave design and questionnaires to survey 524 nurses from a large medical center in Taiwan during February and March 2017 (the first wave) and June and August 2017 (the second wave). Headaches were measured using descriptions formulated by the International Headache Society. Items measuring other constructs came from relevant literature. Regression analysis was used to assess relationships between the constructs.FindingsAll aspects of professional commitment are negatively related to professional turnover intention (B [CI] = −0.47 [−0.58, −0.36], −0.20 [−0.29, −0.11], −0.22 [−0.32, −0.12], p < 0.001). Headaches reduce the negative relation between affective professional commitment and professional turnover intention (B [CI] = 0.14 [0.02,0.27], p = 0.02).Practical implicationsHeadaches could interfere with nurses' commitment to the nursing profession and influence nurses' intention to leave. Managers should seek means to help alleviate nurses' headaches.Originality/valueThis study is the first to examine how headaches and professional commitment interact to influence nurses' professional turnover intention.
{"title":"Mental health of healthcare professionals: headaches and professional commitment interact to impact nurse turnover intention","authors":"Thi Tuan Linh Pham, Hao‐Yuan Chang, A. M. Wong, Vu Thi Hong Van, Ching-I. Teng","doi":"10.1108/ijwhm-02-2022-0020","DOIUrl":"https://doi.org/10.1108/ijwhm-02-2022-0020","url":null,"abstract":"PurposeNurses' health is vital for retaining nurses in the profession. However, lack of study has examined how headaches and professional commitment interact to impact professional turnover intention. This study aims to examine the moderating effect of nurses' headaches on the relationship among professional commitment factors (affective professional commitment, continuance professional commitment and normative professional commitment) and nurses' professional turnover intention.Design/methodology/approachThis study employed a two-wave design and questionnaires to survey 524 nurses from a large medical center in Taiwan during February and March 2017 (the first wave) and June and August 2017 (the second wave). Headaches were measured using descriptions formulated by the International Headache Society. Items measuring other constructs came from relevant literature. Regression analysis was used to assess relationships between the constructs.FindingsAll aspects of professional commitment are negatively related to professional turnover intention (B [CI] = −0.47 [−0.58, −0.36], −0.20 [−0.29, −0.11], −0.22 [−0.32, −0.12], p < 0.001). Headaches reduce the negative relation between affective professional commitment and professional turnover intention (B [CI] = 0.14 [0.02,0.27], p = 0.02).Practical implicationsHeadaches could interfere with nurses' commitment to the nursing profession and influence nurses' intention to leave. Managers should seek means to help alleviate nurses' headaches.Originality/valueThis study is the first to examine how headaches and professional commitment interact to influence nurses' professional turnover intention.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49026074","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 : 2022-06-06DOI: 10.1108/ijwhm-11-2021-0213
P. Hulls, F. de Vocht, Richard Martin, R. Langford
PurposeAround 400,000 working days per year are lost in the construction industry due to stress, depression or anxiety, but a large proportion of the industry – those primarily not based “on-site” – is not included in these statistics. Little research has been conducted in this group about their experiences of occupational stress. The authors explored how stress was experienced and managed by construction professionals and its perceived impact on health.Design/methodology/approachThe authors interviewed 32 construction professionals in a British construction company, with varying levels of seniority and years in the industry. Interviews were transcribed, coded and analysed thematically.FindingsStress was viewed an inevitable and increasing part of the construction industry, exacerbated by recent economic challenges. Participants talked about a culture of stress and overwork but often felt unable to challenge it due to job insecurity. Senior management acknowledged stress was a problem within the industry and something that potentially threatened company productivity. Company-wide initiatives had been implemented to address stress levels (e.g. Mental Health First Aiders), but were criticised for ignoring underlying issues. Informal means of managing stress were identified, such as careful consideration of team dynamics, which allowed employees to form close bonds and using “banter” and camaraderie to relieve stress. However, the persistence of a macho male image meant some participants were reluctant to talk about their feelings at work. Participants described individual coping strategies, such as exercise, but these were hard to prioritise in challenging times.Originality/valueThere is growing recognition that health and well-being must be given greater priority in the construction industry. Industry pressures and competitive practices undermine efforts to improve staff well-being. Action must be taken at senior levels to address this conflict, while building on existing informal mechanisms of support and stress relief.
{"title":"“We are our own worst enemy”: a qualitative exploration of work-related stress in the construction industry","authors":"P. Hulls, F. de Vocht, Richard Martin, R. Langford","doi":"10.1108/ijwhm-11-2021-0213","DOIUrl":"https://doi.org/10.1108/ijwhm-11-2021-0213","url":null,"abstract":"PurposeAround 400,000 working days per year are lost in the construction industry due to stress, depression or anxiety, but a large proportion of the industry – those primarily not based “on-site” – is not included in these statistics. Little research has been conducted in this group about their experiences of occupational stress. The authors explored how stress was experienced and managed by construction professionals and its perceived impact on health.Design/methodology/approachThe authors interviewed 32 construction professionals in a British construction company, with varying levels of seniority and years in the industry. Interviews were transcribed, coded and analysed thematically.FindingsStress was viewed an inevitable and increasing part of the construction industry, exacerbated by recent economic challenges. Participants talked about a culture of stress and overwork but often felt unable to challenge it due to job insecurity. Senior management acknowledged stress was a problem within the industry and something that potentially threatened company productivity. Company-wide initiatives had been implemented to address stress levels (e.g. Mental Health First Aiders), but were criticised for ignoring underlying issues. Informal means of managing stress were identified, such as careful consideration of team dynamics, which allowed employees to form close bonds and using “banter” and camaraderie to relieve stress. However, the persistence of a macho male image meant some participants were reluctant to talk about their feelings at work. Participants described individual coping strategies, such as exercise, but these were hard to prioritise in challenging times.Originality/valueThere is growing recognition that health and well-being must be given greater priority in the construction industry. Industry pressures and competitive practices undermine efforts to improve staff well-being. Action must be taken at senior levels to address this conflict, while building on existing informal mechanisms of support and stress relief.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44937942","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 : 2022-05-27DOI: 10.1108/ijwhm-01-2021-0002
Ahmad Shiyab, R. Ababneh, Yaser Shyyab
PurposeWorkplace violence against medical staff has become an endemic problem in the healthcare sector in Jordan. This study investigates the perceived main causes of workplace violence (medical staff, administrative, patients, patient's escorts and legislative) against physicians and nurses in public hospitals.Design/methodology/approachA self-administered questionnaire was used to collect data from a convenient random sample of 334 physicians and nurses employed in Jordanian public hospitals. Descriptive statistics and analysis of variance were used to answer questions and test hypotheses.FindingsFindings indicated that the practice of the causes of workplace violence behaviors assessed by the participants is at a moderate level in Jordanian public hospitals with a mean value of 3.26. The causes of violence were reported as most causative to least causative: patient escort (M = 3.60), legislative (M = 3.56), patients (M = 3.40), administrative (M = 3.16) and medical staff related (M = 2.74), respectively. Analysis showed statistical differences in the participants' attitudes toward the causes of workplace violence behaviors due to their gender, job title, education level, experience and income.Practical implicationsThis study has a significant practical contribution in providing information about the causes of workplace violence that will help health policymakers and hospital administrators to deter violence against medical staff. To reduce or eliminate the potential causes of violence, several actions can be taken, such as criminalizing violent behaviors, managing work pressure, staff shortages, developing comfortable and secure medical treatment settings, training the medical staff on aggression and stress management, and enhancing their communication skills with patients and their escorts. Findings also highlight the need for hospital management to develop protocols for reporting and dealing with workplace violence.Originality/valueThis is one of the first studies in the Arab context that examines the causes of workplace violence against medical staff.
{"title":"Causes of workplace violence against medical staff as perceived by physicians and nurses in Jordanian public hospitals","authors":"Ahmad Shiyab, R. Ababneh, Yaser Shyyab","doi":"10.1108/ijwhm-01-2021-0002","DOIUrl":"https://doi.org/10.1108/ijwhm-01-2021-0002","url":null,"abstract":"PurposeWorkplace violence against medical staff has become an endemic problem in the healthcare sector in Jordan. This study investigates the perceived main causes of workplace violence (medical staff, administrative, patients, patient's escorts and legislative) against physicians and nurses in public hospitals.Design/methodology/approachA self-administered questionnaire was used to collect data from a convenient random sample of 334 physicians and nurses employed in Jordanian public hospitals. Descriptive statistics and analysis of variance were used to answer questions and test hypotheses.FindingsFindings indicated that the practice of the causes of workplace violence behaviors assessed by the participants is at a moderate level in Jordanian public hospitals with a mean value of 3.26. The causes of violence were reported as most causative to least causative: patient escort (M = 3.60), legislative (M = 3.56), patients (M = 3.40), administrative (M = 3.16) and medical staff related (M = 2.74), respectively. Analysis showed statistical differences in the participants' attitudes toward the causes of workplace violence behaviors due to their gender, job title, education level, experience and income.Practical implicationsThis study has a significant practical contribution in providing information about the causes of workplace violence that will help health policymakers and hospital administrators to deter violence against medical staff. To reduce or eliminate the potential causes of violence, several actions can be taken, such as criminalizing violent behaviors, managing work pressure, staff shortages, developing comfortable and secure medical treatment settings, training the medical staff on aggression and stress management, and enhancing their communication skills with patients and their escorts. Findings also highlight the need for hospital management to develop protocols for reporting and dealing with workplace violence.Originality/valueThis is one of the first studies in the Arab context that examines the causes of workplace violence against medical staff.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42416613","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 : 2022-05-20DOI: 10.1108/ijwhm-02-2021-0040
T. Backström, R. Berglund
PurposeThe study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.Design/methodology/approachThe intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.FindingsThe psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.Research limitations/implicationsThe present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.Practical implicationsTraining designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.Originality/valueThe intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.
{"title":"Interaction training – an enabler for improvement measures within the psychosocial risk assessment process","authors":"T. Backström, R. Berglund","doi":"10.1108/ijwhm-02-2021-0040","DOIUrl":"https://doi.org/10.1108/ijwhm-02-2021-0040","url":null,"abstract":"PurposeThe study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.Design/methodology/approachThe intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.FindingsThe psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.Research limitations/implicationsThe present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.Practical implicationsTraining designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.Originality/valueThe intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42214561","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 : 2022-05-10DOI: 10.1108/ijwhm-01-2022-0001
Zara Tahir, F. Bashir, Faria Arshad, Zara Sabeen
PurposeThis study aims to investigate the abusive supervision climate as an antecedent abusive supervision and attempts to uncover underlying mechanisms that affects employees' behavioural outcomes in terms of their performance.Design/methodology/approachA framework embedded in social learning theory is developed and empirically tested using a time-lag research design. Data have been collected from 330 functional dyads of supervisors and followers using judgement sampling (from public hospitals in Pakistan) that have been identified and matched for drawing analysis and inferences.FindingsThe results indicate that abusive supervision does occur because of the hypothesized precursor (abusive supervision climate) and that the underlying mechanisms (fear) delineated in this research positively and significantly affect performance of employees. The added significance of the study is its relevance for practitioners with opportunities to manage the factors affecting supervision and its relationship with employees' outcomes through appropriate interventions to improve the behavioural outcomes.Social implicationsThe current study holds not only managerial and academic implications but also has economical and social implications. The findings of the study will help the supervisors and organisations understand how they become a source of their abusive behaviour. With the understanding of the root causes, they can encourage employees in developing mindfulness in recommendations which helps them build an internal capability to face external adversities. Policymakers will get insights into the underlying mechanisms of abusive supervision as well as problems they are facing with the employees. This understanding will help employers and employees in building internal control of employees improving their performance as well as mental health ultimately.Originality/valueThe study opens new avenues for further research with regard to the study of contextual, organisational and personal factors to mitigate abusive supervision as well as exploring additional moderators to lessen the relationship between abusive supervision and behavioural outcomes.
{"title":"Does an abusive climate promote performance: an investigation of public sector hospitals of Pakistan","authors":"Zara Tahir, F. Bashir, Faria Arshad, Zara Sabeen","doi":"10.1108/ijwhm-01-2022-0001","DOIUrl":"https://doi.org/10.1108/ijwhm-01-2022-0001","url":null,"abstract":"PurposeThis study aims to investigate the abusive supervision climate as an antecedent abusive supervision and attempts to uncover underlying mechanisms that affects employees' behavioural outcomes in terms of their performance.Design/methodology/approachA framework embedded in social learning theory is developed and empirically tested using a time-lag research design. Data have been collected from 330 functional dyads of supervisors and followers using judgement sampling (from public hospitals in Pakistan) that have been identified and matched for drawing analysis and inferences.FindingsThe results indicate that abusive supervision does occur because of the hypothesized precursor (abusive supervision climate) and that the underlying mechanisms (fear) delineated in this research positively and significantly affect performance of employees. The added significance of the study is its relevance for practitioners with opportunities to manage the factors affecting supervision and its relationship with employees' outcomes through appropriate interventions to improve the behavioural outcomes.Social implicationsThe current study holds not only managerial and academic implications but also has economical and social implications. The findings of the study will help the supervisors and organisations understand how they become a source of their abusive behaviour. With the understanding of the root causes, they can encourage employees in developing mindfulness in recommendations which helps them build an internal capability to face external adversities. Policymakers will get insights into the underlying mechanisms of abusive supervision as well as problems they are facing with the employees. This understanding will help employers and employees in building internal control of employees improving their performance as well as mental health ultimately.Originality/valueThe study opens new avenues for further research with regard to the study of contextual, organisational and personal factors to mitigate abusive supervision as well as exploring additional moderators to lessen the relationship between abusive supervision and behavioural outcomes.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46720804","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 : 2022-05-09DOI: 10.1108/ijwhm-06-2022-209
M. Karanika-Murray, Christine Ipsen
[...]these dramatic changes have also had positive impacts, such as the majority of people WFH welcoming the change and some reporting higher efficiency and productivity (Ipsen et al., 2021). [...]post-traumatic growth or “transformative positive change that can occur as a result of a struggle with great adversity” (Maitlis, 2020) has been experienced in many fields, including the workplace. Together, this dual focus sketches the priority for workplace health management to be an advocate for both the health of the individual and the healthiness of the workplace. [...]aiming to validate individuals' experience while also making mental health and well-being a priority in workplace health management emerge as two sides of the same coin. The aim of Axe's study was to adjust work processes continuously to meet the employees' needs depending on the challenges enforced by the pandemic: employers responded to increased employee stress by providing flexible and supportive work environments, adapting communication methods, and using a variety of strategies to coordinate effectively and retain connection with employees (Paper 7). [...]managers who understand their new role requirements (as a result of the pandemic experience) go beyond supporting their employees to act
{"title":"Guest editorial: Reshaping work and workplaces: learnings from the pandemic for workplace health management","authors":"M. Karanika-Murray, Christine Ipsen","doi":"10.1108/ijwhm-06-2022-209","DOIUrl":"https://doi.org/10.1108/ijwhm-06-2022-209","url":null,"abstract":"[...]these dramatic changes have also had positive impacts, such as the majority of people WFH welcoming the change and some reporting higher efficiency and productivity (Ipsen et al., 2021). [...]post-traumatic growth or “transformative positive change that can occur as a result of a struggle with great adversity” (Maitlis, 2020) has been experienced in many fields, including the workplace. Together, this dual focus sketches the priority for workplace health management to be an advocate for both the health of the individual and the healthiness of the workplace. [...]aiming to validate individuals' experience while also making mental health and well-being a priority in workplace health management emerge as two sides of the same coin. The aim of Axe's study was to adjust work processes continuously to meet the employees' needs depending on the challenges enforced by the pandemic: employers responded to increased employee stress by providing flexible and supportive work environments, adapting communication methods, and using a variety of strategies to coordinate effectively and retain connection with employees (Paper 7). [...]managers who understand their new role requirements (as a result of the pandemic experience) go beyond supporting their employees to act","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45269041","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 : 2022-05-03DOI: 10.1108/ijwhm-07-2021-0143
Decha Dechawatanapaisal
PurposeThis research investigates the effects of psychological contract breach on the fit, links and sacrifice dimensions of job embeddedness as well as the mediating roles of these three subcomponents in the relationships between psychological contract breach and nurses' work attitudes.Design/methodology/approachData were collected from 591 nurses from private general hospitals in northern Thailand. The hypotheses were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling and a bootstrapping procedure.FindingsThe results indicate that psychological contract breach was negatively associated with the three dimensions of job embeddedness, signifying that the fit, links and sacrifice dimensions are distinct constructs. Also, these three subcomponents mediated the relationship between psychological contract breach and loyal boosterism. Only the links and sacrifice dimensions were found to have mediating effects on turnover intention.Research limitations/implicationsFuture research may consider longitudinal data to avoid potential method biases and draw causal inferences among study variables. Employing cross-cultural research in future studies would also be beneficial.Practical implicationsIf possible, health care organizations should not make any promises that they cannot keep or fulfill. Fine-tuning expectation and managing communication in a timely manner may signal commitments to fulfill the contracts and minimize any potential inducement-outcome discrepancies.Originality/valueThis study adds to the literature by furthering understanding of the employee-organization relationship through the lens of psychological contract and job embeddedness theories.
{"title":"Do broken promises matter? The effects of psychological contract breach on job embeddedness and nurses' work attitudes","authors":"Decha Dechawatanapaisal","doi":"10.1108/ijwhm-07-2021-0143","DOIUrl":"https://doi.org/10.1108/ijwhm-07-2021-0143","url":null,"abstract":"PurposeThis research investigates the effects of psychological contract breach on the fit, links and sacrifice dimensions of job embeddedness as well as the mediating roles of these three subcomponents in the relationships between psychological contract breach and nurses' work attitudes.Design/methodology/approachData were collected from 591 nurses from private general hospitals in northern Thailand. The hypotheses were tested and analyzed by means of a confirmatory factor analysis, structural equation modeling and a bootstrapping procedure.FindingsThe results indicate that psychological contract breach was negatively associated with the three dimensions of job embeddedness, signifying that the fit, links and sacrifice dimensions are distinct constructs. Also, these three subcomponents mediated the relationship between psychological contract breach and loyal boosterism. Only the links and sacrifice dimensions were found to have mediating effects on turnover intention.Research limitations/implicationsFuture research may consider longitudinal data to avoid potential method biases and draw causal inferences among study variables. Employing cross-cultural research in future studies would also be beneficial.Practical implicationsIf possible, health care organizations should not make any promises that they cannot keep or fulfill. Fine-tuning expectation and managing communication in a timely manner may signal commitments to fulfill the contracts and minimize any potential inducement-outcome discrepancies.Originality/valueThis study adds to the literature by furthering understanding of the employee-organization relationship through the lens of psychological contract and job embeddedness theories.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44428184","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 : 2022-04-13DOI: 10.1108/ijwhm-07-2021-0146
C. Mellner, W. Osika, M. Niemi
PurposeContemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.Design/methodology/approachForty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.FindingsLinear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.Originality/valueThe study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.
{"title":"Mindfulness practice improves managers’ job demands-resources, psychological detachment, work-nonwork boundary control, and work-life balance – a randomized controlled trial","authors":"C. Mellner, W. Osika, M. Niemi","doi":"10.1108/ijwhm-07-2021-0146","DOIUrl":"https://doi.org/10.1108/ijwhm-07-2021-0146","url":null,"abstract":"PurposeContemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.Design/methodology/approachForty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.FindingsLinear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.Originality/valueThe study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43692860","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 : 2022-04-08DOI: 10.1108/ijwhm-04-2021-0105
Alexander Braun, A. Franczukowska, Irina Teufl, Eva Krczal
PurposeThere is growing interest in the economic impact of workplace physical activity interventions, but the evidence is still lacking — especially in Europe. Although, some evidence on the return on investment (ROI) is found in literature, the included studies may not be applicable to the Europe situation. Therefore, the objective of this study was to review current evidence on the economic impact of workplace physical activity interventions in European countries.Design/methodology/approachA systematic review on the economic impact of worksite health promotion programs aiming at increasing physical activity was conducted. Five electronic databases (MEDLINE (Ovid), MEDLINE (PubMed), EMBASE, NHS-EED and Emerald Insights) were searched for relevant studies published between 2000 and 2020.FindingsA total of 953 abstracts were screened, and 28 were reviewed, 11 of which met all inclusion criteria. The studies varied substantially in sample size, intervention type, duration and frequency of follow-up measurements, valuation methods and assessed economic outcomes. There is inconclusive evidence for decreasing absenteeism, positive net benefit (NB) and positive ROI. No evidence was found to indicate an effect on self-assessed productivity or job satisfaction.Originality/valueThis study is the first try to take the different working conditions from Europe into consideration. The authors found that working conditions could have some impact on the valuation of absenteeism costs and thereof on the ROI. Further, this study provides insight into how to deploy effective and efficient workplace physical activity interventions, based on a standardized and validated methodology and program scope.
{"title":"The economic impact of workplace physical activity interventions in Europe: a systematic review of available evidence","authors":"Alexander Braun, A. Franczukowska, Irina Teufl, Eva Krczal","doi":"10.1108/ijwhm-04-2021-0105","DOIUrl":"https://doi.org/10.1108/ijwhm-04-2021-0105","url":null,"abstract":"PurposeThere is growing interest in the economic impact of workplace physical activity interventions, but the evidence is still lacking — especially in Europe. Although, some evidence on the return on investment (ROI) is found in literature, the included studies may not be applicable to the Europe situation. Therefore, the objective of this study was to review current evidence on the economic impact of workplace physical activity interventions in European countries.Design/methodology/approachA systematic review on the economic impact of worksite health promotion programs aiming at increasing physical activity was conducted. Five electronic databases (MEDLINE (Ovid), MEDLINE (PubMed), EMBASE, NHS-EED and Emerald Insights) were searched for relevant studies published between 2000 and 2020.FindingsA total of 953 abstracts were screened, and 28 were reviewed, 11 of which met all inclusion criteria. The studies varied substantially in sample size, intervention type, duration and frequency of follow-up measurements, valuation methods and assessed economic outcomes. There is inconclusive evidence for decreasing absenteeism, positive net benefit (NB) and positive ROI. No evidence was found to indicate an effect on self-assessed productivity or job satisfaction.Originality/valueThis study is the first try to take the different working conditions from Europe into consideration. The authors found that working conditions could have some impact on the valuation of absenteeism costs and thereof on the ROI. Further, this study provides insight into how to deploy effective and efficient workplace physical activity interventions, based on a standardized and validated methodology and program scope.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42085448","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 : 2022-04-05DOI: 10.1108/ijwhm-06-2021-0133
S. Ø. Jaspers, Dorte Raaby Andersen, I. L. Karlsen, Lars Peter Sønderbo Andersen, P. Conway, Johnny Dyreborg, B. Aust
PurposeWork-related violence is a major occupational safety and health (OSH) issue. According to the concept of violence prevention climate, managers play a pivotal role in preventing the risk of violence at work. However, research on this is scarce. The objective of this study was, therefore, to examine line managers' use of violence preventive practices in high-risk sectors.Design/methodology/approach The authors employed three different sources of data (semi-structured interviews and field notes from both leadership seminars and coaching sessions) that were collected in the context of an intervention study in Denmark aimed at improving violence prevention. The authors conducted a thematic analysis of violence prevention experiences among 16 line managers – eight from the prison and probation services and eight from psychiatric hospitals.FindingsUsing an existing prevention framework, the authors categorized the descriptions into three types of violence preventive practices used by the line managers across the two sectors: “preventing violence”, “managing episodes of violence” and “promoting the positive”. Especially the category “promoting the positive” is often neglected in the intervention literature.Originality/value The study identified new aspects of managers' violence preventive practices than those included in the violence prevention climate concept. Such knowledge may help organizations devise improved systems for violence prevention in high-risk sectors.
{"title":"Looking beyond violence prevention climate – exploring line managers' violence preventive practices in two high-risk sectors","authors":"S. Ø. Jaspers, Dorte Raaby Andersen, I. L. Karlsen, Lars Peter Sønderbo Andersen, P. Conway, Johnny Dyreborg, B. Aust","doi":"10.1108/ijwhm-06-2021-0133","DOIUrl":"https://doi.org/10.1108/ijwhm-06-2021-0133","url":null,"abstract":"PurposeWork-related violence is a major occupational safety and health (OSH) issue. According to the concept of violence prevention climate, managers play a pivotal role in preventing the risk of violence at work. However, research on this is scarce. The objective of this study was, therefore, to examine line managers' use of violence preventive practices in high-risk sectors.Design/methodology/approach The authors employed three different sources of data (semi-structured interviews and field notes from both leadership seminars and coaching sessions) that were collected in the context of an intervention study in Denmark aimed at improving violence prevention. The authors conducted a thematic analysis of violence prevention experiences among 16 line managers – eight from the prison and probation services and eight from psychiatric hospitals.FindingsUsing an existing prevention framework, the authors categorized the descriptions into three types of violence preventive practices used by the line managers across the two sectors: “preventing violence”, “managing episodes of violence” and “promoting the positive”. Especially the category “promoting the positive” is often neglected in the intervention literature.Originality/value The study identified new aspects of managers' violence preventive practices than those included in the violence prevention climate concept. Such knowledge may help organizations devise improved systems for violence prevention in high-risk sectors.","PeriodicalId":45766,"journal":{"name":"International Journal of Workplace Health Management","volume":null,"pages":null},"PeriodicalIF":2.2,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49116611","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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