Factors Influencing Managers’ Ownership of Organisational Health Interventions

Biron, Caroline; Baril-Gingras, Geneviève; LeFebvre, Rebecca; Chabot, Shirley; Boulay-Leclerc, Stéphanie

doi:10.1007/978-3-030-20319-1_15

Cited by 6 publications

(8 citation statements)

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“…This is surprising given that job demands are often perceived as one of the main reasons why interventions are not implemented. However, it is in line with other research showing that job demands are not one of the factors reported by managers as a hindering factor (Biron et al , in press). Managers instead stress their need for human and financial resources to implement certain interventions as well as for specialized expertise, coaching, training, strong support from senior management and coordinating mechanisms for intervention activities.…”

Section: Discussionsupporting

confidence: 92%

“…This absence of change over time in managerial quality is also reflected in that the relationship between PSC at T1 and managerial quality at T2 was significantly mediated by managerial quality at T1. There are known difficulties with the QHES in the management practices area as managers find that they are lacking skill development tools such as training and coaching, and the resources to implement changes in their practices in this intervention context (Biron et al , 2017; Biron et al , in press). This is in line with several authors suggesting that organizational interventions are often harder to implement than individual interventions such as programs aiming to improve lifestyle habits (Semmer, 2011; Karanika-Murray and Biron, 2015a).…”

Section: Discussionmentioning

confidence: 99%

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Biron

Parent-Lamarche

Ivers

et al. 2018

IJWHM

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Purpose The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes explaining that association. It is posited that the alignment between what is said (espoused PSC) and what is done (enacted PSC via managerial quality) is important for successful organizational interventions. Managers’ own psychosocial work factors act as resources to facilitate the enactment of managerial quality. Design/methodology/approach Two waves of survey were administered over a three-month period (n at Time 1=144, n at Time 2=166, overall n=115) in a study of four organizations involved in implementing the Quebec Healthy Enterprise Standard (QHES). A cross-lagged panel analysis was used to determine the temporal direction of the PSC–managerial quality relationship. A longitudinal mediation model of PSC as a determinant of managerial quality was tested using job demands, job control, social support and quality of relationships with subordinates as mediators. Findings The cross-lagged panel analysis showed that PSC is temporally prior to managerial quality in that the relationship between PSC at T1 and managerial quality at T2 was stronger than the relationship between managerial quality at T1 and PSC at T2. A two-wave mediation analysis showed that PSC was positively associated with managerial quality, and that job control partially mediated this relationship. Contrary to expectations, managers’ workload, their social support and the quality of their relationships with subordinates did not mediate the PSC–managerial quality relationship. Research limitations/implications Despite the small sample size and short timeframe of this study, it contributes to knowledge on the resources facilitating managerial quality, which is important for employees’ psychological health. Little is known regarding the mediating processes that explain how managers’ own context and psychosocial work factors affect their management practices during organizational health interventions. Practical implications From a practical view point, this study contributes to the literature showing that managers need to be supported during the implementation of health interventions, and need the leeway to pursue the organization’s prevention objectives. Originality/value Whereas previous studies have focused on describing the impact of leadership behaviors on employee health outcomes, the study offers insights into the resources that help managers translate PSC into action in the implementation of a national standard, the QHES.

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Section: Discussionsupporting

confidence: 92%

Section: Discussionmentioning

confidence: 99%

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“…In particular, for economic reasons in some cases, they feel externally determined by the top hospital management or the nursing service management and restricted in their work autonomy [ 28 ]. Since a health-related work design is very effective for economic success and for the quality of treatment, Genrich et al [ 28 ] suggest that clear organizational norms and goals should be established in hospitals and that the health promotion of employees is an important organizational goal [ 48 , 49 ]. Sufficient staffing would be one prerequisite for making health promotion possible.…”

Section: Discussionmentioning

confidence: 99%

How Do Hospital Medical and Nursing Managers Perceive Work-Related Strain on Their Employees?

Worringer

Genrich

Müller

et al. 2020

IJERPH

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Health-oriented supportive leadership behavior is a key factor in reducing work stress and promoting health. Employees in the health sector are subject to a heavy workload, and it has been shown that 40% of them show permanent health problems. A supportive leadership behavior requires the manager’s awareness of the employees’ well-being. However, little is yet known about how medical and nursing managers perceive the well-being of their staff. To explore this issue, we conducted a total of 37 semi-standardized interviews with 37 chief physicians (CPs), senior physicians (SPs), and senior nurses (SNs) in one German hospital. The interviews were content-analyzed based on the definitions of strain of the ‘Federal Institute for Occupational Safety and Health’. Results show that hospital managers are aware of fatigue and further consequences such as deterioration of the team atmosphere, work ethics, treatment quality, and an increased feeling of injustice among employees. Most managers reported sick leaves as a result of psychosomatic complaints due to the permanent overstrain situation at work in the hospital. Results of this qualitative study are discussed in the light of health-oriented management relating to relevant stress models and to findings concerning staff shortages.

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“…Cela permet de renforcer ou de démontrer son utilité sociale (Rouat & Sarnin, 2013) et ce faisant, d'internaliser l'intentionnalité. Il a également été montré que la démarche doit porter attention aux éléments contextuels pour s'intégrer à la vie de l'entreprise (Biron, Karanika-Murray, & Cooper, 2012 ;Hansez, Bertrand, & Barbier, 2009) et s'articuler à ses projets réels et à sa planification stratégique (Biron, St-Hilaire, Baril-Gingras, Paradis, Chabot, Lefebvre et al, 2016 ;Valléry & Leduc, 2012). À la lecture de ce rappel de quelques-uns des déterminants de la transformation, on comprend que transformer durablement les situations de travail et l'organisation pour plus de santé et de performance, renvoie à un processus social fort complexe appelant de multiples transformations situées à différents niveaux, s'inscrivant dans différents temps, se jouant dans différents espaces, touchant à des objets aux ontologies diverses et transformant les sujets .…”

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“…Ces mouvements nous semblent donc à l'origine des transformations obtenues par le DIT. (Rouat & Sarnin, 2013), tout comme son intégration à la planification stratégique (Biron et al, 2016). Enfin, en confrontant les projets à l'analyse du travail et à l'expérimentation, la méthodologie permet bien une centration sur le travail réel (Cox, Taris, & Nielsen, 2010).…”

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Innovation, créativité et qualité de vie au travail : proposition et expérimentation d’un dispositif d’innovation transitionnelle

Guidou¹,

Sarnin²

2021

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Si les démarches dites de qualité de vie au travail (QVT), selon leur dénomination politique, sont décrites comme recherchant l’alliance entre les performances économiques et les performances sociales, elles suscitent encore nombre de réserves. En effet, pour que la QVT ne soit pas qu’un « glissement lexical » de plus dans le champ de la santé psychique au travail (Clot, 2019), il est nécessaire de se poser sérieusement la question des méthodologies à construire afin qu’elle réponde « aux problématiques socio-organisationnelles qui naissent de la vie de l’entreprise […] et non qu’elle vienne en surplomb constituer un énième projet à ajouter […] » (Levet, 2013, p. 104). Dans cette perspective, l’objectif de cet article est de présenter une méthodologie reposant sur des innovations organisationnelles générées à partir d’activités transitionnelles sources de créativité et de santé (Lhuilier & Roche, 2009 ; West & Far, 1990 ; Winnicott, 1999/1948). Ce dispositif, dit d’innovation transitionnelle, vise ainsi particulièrement à dépasser la difficulté à aller du diagnostic à la transformation durable et à accompagner les acteurs dans les épreuves à traverser. Il a été expérimenté pour la première fois dans un service de santé au travail qui devait intervenir au sein d’un institut de formation supérieur aux prises avec d’importants troubles psychosociaux. L’analyse de ses résultats a permis d’observer des transformations de l’organisation et des situations de travail et leur durabilité un an après la clôture du dispositif.

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Factors Influencing Managers’ Ownership of Organisational Health Interventions

Cited by 6 publications

References 39 publications

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How Do Hospital Medical and Nursing Managers Perceive Work-Related Strain on Their Employees?

Innovation, créativité et qualité de vie au travail : proposition et expérimentation d’un dispositif d’innovation transitionnelle

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