Experiences of the Initial Phase Implementation of the STAMINA-Model in Perioperative Context Addressing Environmental Issues Systematically—A Qualitative Study

Abstract

(1) Background: Challenges in perioperative settings put demands on staff working with systematic work environment management. A support model, STAMINA (Structured and Time-effective Approach through Methods for an Inclusive and Active working life), was implemented in a hospital in Sweden, to help staff address environmental issues systematically. The aim was to describe the experiences of the initial phase of implementation of the adapted STAMINA model in perioperative context. (2) Methods: Qualitative individual interviews were held with 14 managers and employees (three men and 11 women). Data were analysed by systematic text condensation. (3) Results: Five themes were identified: Limited knowledge of the model and the implementation process; scepticism, lack of confidence in the model and a passive attitude; the model offered increased participation; the culture in the organization—to understand one’s role as employees and managers; and endurance and feedback are key factors for success in the implementation process. (4) Conclusions: Scepticism turned to positive attitude by recognising that the STAMINA model offered increased participation. In order to have successful implementation, the organisational culture must be taken into consideration by giving the employees increased responsibilities and timely feedbacks. Role description, goal definition, feedback, and sticking to one model are key factors for success.

Can the Human Resources Index (HRI) Be Used as a Process Feedback Measurement in a Structured Support Model for Systematic Work Environment Management?

“…The use of the HRI measure in other studies indicates that taking the experiences of the employees as a starting point provides valuable information and input to a constructive discussion about the work environment of a work group [48]. Qualitative results from previous studies on systematic work environment management also show that working together as a work group with these issues creates a shared platform of communication and a collective sense-making of the current work environment, which develops a shared understanding in the work groups for common work environment issues that need to be addressed [48,56,57].…”

Development Work in Healthcare: What Supportive and Deterrent Factors Do Employees Working in a Hospital Department Experience in an Improved Work Environment?

“…These five themes confirm much of the previous research on both success factors and deterrent factors in work environment change. The importance of participation, social support, and employee-driven change work has been emphasized by many researchers [16,23,24,49,50], as well as the difficulties in getting the development work in focus when the ordinary business needs to be prioritized [29,51]. The developmental consequences of work overload are also already known [52,53], as well as the significance of perceived organizational support for employee engagement [54] and the significance of recurring reflections for an improved work environment [36,55,56].…”

“…The developmental culture that exists in the working group in the department is not something that a regular health department can count on from the beginning when implementing changes. Employee and first-line manager resistance to change and fatigue after previous unsuccessful attempts at change can be an obstacle when attempting new work environment improvements [49].…”

“…An important factor for overcoming resistance to change has been shown to be employee participation in the ongoing change. Participation has been shown to have a positive impact on employees' attitudes toward change when previous experiences are valued [59] and continuous feedback is given on how the ongoing change work is progressing [49]. The work environment efforts in the department itself seem to have been well integrated, and it has become natural for the employees to reflect on in their work day.…”

How Human Resources Index, Relational Justice, and Perceived Productivity Change after Reorganization at a Hospital in Sweden That Uses a Structured Support Model for Systematic Work Environment Management

“…Anaesthetists scored in the low-strain field, nurse anaesthetists and assistant nurses in the passive field, and operating nurses in the active field, in comparison to all personnel. A published qualitative study from the perioperative environment described how the change in attitude was first met by skepticism, which subsequently turned into a positive attitude when it was recognised that the Stamina model offers increased participation [ 42 ].…”