Exploring experiences of fostering positive work environment in Norwegian nursing homes: A multi method study

André, Beate; Ringdal, Gerd Inger; Skjong, Rickard Johan; Rannestad, Toril; Sjøvold, Endre

doi:10.5430/cns.v4n4p9

Cited by 8 publications

(36 citation statements)

References 42 publications

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“…Prior to any formal innovation training, both groups (the participant and nonparticipant group) completed the questionnaire to determine each group's initial level of innovation understanding. It is suggested that a t test is an appropriate measure when distinguishing between two groups' innovative climate or perception of their innovative activity (André, Ringdal, Skjong, Rannestad, & Sjøvold, 2016). Accordingly, a t test was conducted to determine if there was any significant difference between either groups' innovation understanding prior to any training.…”

Section: Quantitative Datamentioning

confidence: 99%

Can formal innovation training improve group- and organizational-level innovativeness in a healthcare setting?

2017

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Purpose: Does formalization really destroy creative or innovative thinking? What if formal innovation training actually improved firm-level innovativeness? What if a manager could predict the likelihood of success or failure of such a program, prior to any resources being used? This is the aim of the study, to determine whether formalization has a positive impact on group-and organizational-level innovativeness. Additionally, this study will explore the extent to which success or failure of such a program can be predetermined, prior to the start of training. Method: An intervention study was conducted in a healthcare setting. Quantitative and qualitative measurements were used in determining the effect of the formal innovation training. There were two groups: a participant group and a nonparticipant group. The intervention's express aim was to improve both group-and organizational-level innovativeness. Findings: After the innovation intervention was completed, the participant group had a significant improvement in their understanding of innovation strategy and idea initiations, while the nonparticipant group had a significant improvement in innovation strategy. Additionally, eight innovative ideas emerged as a result of the training; three of those ideas were implemented and diffused within the organization. Conclusion: First, this study showed that formalization could improve both group-and organizational-level innovativeness, which was contrary to theory. Second, this study indicated that the level of excitement and engagement in a group is essential to the success of this initiative. In this study, the participating group's level of excitement and engagement was so high that it seemed it was contagious to the rest of the organization. Even though the nonparticipant did not partake in any training, they learnt from it anyways, through the engagement of the participating group. Furthermore, the success of an innovation initiative can be predicted by looking to the innovative readiness of the group or organization.

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Section: Quantitative Datamentioning

confidence: 99%

Can formal innovation training improve group- and organizational-level innovativeness in a healthcare setting?

2017

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“…In overcome resistance interventions targeting the work environment must be inserted Employees in nursing homes (NH) are under strong pressure to provide good care to the patients (1,2). It is di cult to recruit and retain quali ed workers (3,4).…”

Section: Introductionmentioning

confidence: 99%

“…It is di cult to recruit and retain quali ed workers (3,4). The focus on professional development and attitudes is therefore of great importance for NHs to appear as an attractive workplace for health professionals (1). Eldercare concept positions that municipalities need to properly poise their eldercare innovations into three key groups; improving the quality of care for the elderly, improving the working environment, and societal e ciency (5).…”

Section: Introductionmentioning

confidence: 99%

“…Consequently, implementation of the JoLNH certi cation strategy represents introducing changes to the health professionals in the NHs. To change one's working approaches, routines, working culture etc., may be demanding, but may also be experienced positively (1). Structural willingness for change is a critical ancestor to the successful implementation of complex change in healthcare settings (8)(9)(10).…”

Section: Introductionmentioning

confidence: 99%

“…However, the application of new routines and strategies can be challenging (14). It has similarly been established that enabling of innovations in healthcare settings, with the performance and purposes of health professionals, is a signi cant fragment of innovations (1,14). Both performance and purposes are prejudiced by numerous issues, such as attitudes, standards and enthusiasm and are well labeled (Strobe 2008).…”

Section: Introductionmentioning

confidence: 99%

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How implementation of “Joy of Life” are experienced by the employees: A qualitative study

André

Grønning

Jacobsen

et al. 2020

Preprint

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Background: Nursing homes are under strong pressure to provide good care to the patients. In Norway, municipalities have applied the ‘Joy-of-Life-Nursing-Homes’ strategy to increase a health-promoting perception that focuses on the older persons` resources. Implementations represent introducing changes to the health professionals; however, changing one’s working approaches, routines and working culture may be demanding. On this background we explored how the ‘Joy-of-Life-Nursing-Homes’ strategy is perceived by the employees, before and after the implementation and which challenges the employees experience with this implementation.Method: We used a qualitative approach and interviewed 14 healthcare personnel working in nursing homes in one Norwegian municipality which had implemented the ‘Joy-of-Life-Nursing-Homes’ strategy. The analysis was conducted following Kvale’s approach to qualitative analysis.Results: The main categories after the data condensing were (a) the characteristics of care activities before implementations of ‘Joy-of-Life-Nursing-Homes’, (b) how ‘Joy-of-Life-Nursing-Homes’ influenced the care activities, and (c) challenges with the implementation of ‘Joy-of-Life-Nursing-Homes’. Some of the informants spoke well about the implementation concerning the quality of the care, as one stated “to see the joy in the eyes of the patient then I feel we have succeeded”. For informants who experienced resistance toward the implementation, they feel that it is too much to document, it is too complicated, and the requirements are too many. Conclusions: Quality of care for the patients seems to have increased after the implementation. Nevertheless, the fact that the informants seemed to be divided into two different groups related to their main perspective of the implementation is concerning. One group has positive experiences with the implementations process and the benefits of it, while the other group focuses on lack of benefits and problems with the implementation process.

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Organisational Anomie: A Qualitative Study on Homecare Workers' Experiences of Work and Organisational Normative Structure

Syre,

Berntzen,

Haukeland

et al. 2024

Community & Applied Soc Psy

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The organisational environment and work design dramatically influence employees' performance, wellbeing and identity. However, little is known about how organisational normative structure – that is, the set of general values and shared norms that regulate individuals' behaviours in a community or an organisation – influences employees experiences and wellbeing. We apply the concept of anomie to explore how Norwegian homecare workers (HCWs) experience their working environment, the normative structure of their organisation and its influence on their performance, wellbeing and identity. We examine organisational anomie in terms of perceptions of a discrepancy between job demands, various expectations and job resources as well as a discrepancy between one's normative ideals of care and the organisational work design to fulfil the caring duties and obligations. We conducted a qualitative interview study, recruiting 10 HCWs in Norway. Using reflexive thematic analysis, we developed the following five major themes to describe HCWs' understanding of their working environment and its influence: (1) The only sure thing is that anything can happen, (2) Multiple affordances of home as a context for care, (3) Conflict between normative beliefs and the organisational working environment, (4) Time pressure affects presence and (5) Did I do a good enough job? We discuss these themes with regard to their practical implications for the homecare institution and the theoretical implications for extending anomie theories to the organisational context.

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Exploring experiences of fostering positive work environment in Norwegian nursing homes: A multi method study

Cited by 8 publications

References 42 publications

Can formal innovation training improve group- and organizational-level innovativeness in a healthcare setting?

Can formal innovation training improve group- and organizational-level innovativeness in a healthcare setting?

How implementation of “Joy of Life” are experienced by the employees: A qualitative study

Organisational Anomie: A Qualitative Study on Homecare Workers' Experiences of Work and Organisational Normative Structure

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