First-Line Managers’ Experiences of Working with a Structured Support Model for Systematic Work Environment Management

et al. 2021

IJERPH

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To facilitate systematic work environment management, which should be a natural part of business development, a structured support model was developed. The Stamina model has previously been used in Swedish municipalities, showing positive results. The aim was to study how the Human Resources Index (HRI), relational justice, short-term recovery and perceived productivity changed in a recently reorganised perioperative setting in a hospital in Sweden that uses a structured support model for systematic work environment management. A longitudinal design that took measurements at four time points was used in a sample of 500 employees in a perioperative hospital department. The results for the overall sample indicated a positive trend in the HRI (Mt1 = 48.5, SDt1 = 22.5; Mt3 = 56.7, SDt1 = 21.2; p < 0.001). Perceived health-related production loss (Mdt1 = 2, IQR = 3; Mdt3 = 0, IQR = 3; p < 0.001) and perceived work environment-related production loss (Mdt1 = 2, IQR = 3; Mdt3 = 0, IQR = 4; p < 0.001) showed major improvements. Short-term recovery showed a minor improvement (Mt1 = 2.61, SDt1 = 1.33; Mt3 = 2.65, SDt3 = 1.22; p = 0.872). In conclusion, the implementation of the Stamina model, of which the HRI constitutes an important part, seems to be a helpful tool to follow-up on work environment processes, and minimise production losses due to health and work environment-related issues.

Section: Discussionsupporting

confidence: 89%

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

Arakelian

Paulsson

et al. 2021

IJERPH

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“…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].…”

Section: Discussionmentioning

confidence: 98%

“…In this study, this is confirmed by showing the link between relational justice (leadership) and HRI. The social climate of a workplace is highly influenced by the perceived relational justice among the employees [15,25], and first-line managers play an important role in the development of the social work environment at a workplace [56]. The results show that when the employees categorize their free text answers, they focus on the work environment and health (32%), communication and relationships (14%), and roles and tasks (12%).…”

Section: Discussionmentioning

confidence: 99%

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

Paulsson

Hellman

et al. 2021

IJERPH

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The aim of the study was to estimate the level of the human resources index (HRI) measure among Swedish municipal employees, and to investigate the association between human resources index (HRI) and relational justice, short-term recovery, work environment-related production loss, and health-related production loss. A cross-sectional design was used with one sample of municipal employees (n = 6402). The results showed a positive association (r = 0.31) between human resources index (HRI) and relational justice; a positive (r = 0.27) association between HRI and short-term recovery; a negative association between HRI and work environment-related production loss (r = −0.37); and a negative association between HRI and health-related production loss (r = −0.23). The findings implicate that HRI captures important aspects of the work environment such as productivity, relational justice, and short-term recovery. The HRI measure is part of a support model used in workplaces to systematically address work environment-related issues. Monitoring changes in the HRI measure, it is possible to determine whether the measures taken effect production loss, perceived leadership, and short-term recovery in a work group. The support model using HRI may thus be used to complement traditional work environment surveys conducted in Swedish organizations as obliged by legal provisions.

“…Role description, goal definition, timely feedback and sticking to one model were defined success factors. Molin et al ( 2020 ) who studied first‐line managers' experiences of implementing a structured support model in Swedish municipalities reported similar results. They found that despite managers' experiences of discomfort when giving the responsibility of working with work environmental issues to employees, they were impressed by their employees' success.…”

Section: Introductionmentioning

confidence: 66%

Success factors when implementing a structured support model for systematic work environment management in operating departments: A case study from Sweden

Arakelian

Svartengren

2022

J Nursing Management

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Aim The study aimed to investigate how departments in a Swedish hospital worked with a structured support model between the sessions and what they identified as success factors. Background To improve the work environment in a Swedish hospital, a structured support model for systematic work environment management was implemented in operating departments. The structured work starts with sending a web‐based, open‐ended, anonymous questionnaire to all employees. In response, employees describe how they perceive their work environment ‘right now’. Next, a session is held where employees' viewpoints are discussed, and areas of improvement are agreed upon. Action plans are created between the sessions, and the employees start working with their plans with support from their managers. Implementing new models takes time and requires efforts from employees and managers. Method A case study was conducted, including three operating departments within a perioperative organization in a university hospital in Sweden. The participating departments had used the model without interruption during the Covid‐19 pandemic 2 years after implementation, and they had created a customized working method. Three first‐line managers were interviewed, and 22 action plans, 21 workplace meeting notes and two presentations were analysed using thematic analysis. Results The results are sorted under three main thematic headings: Experience of results and benefits, Marketing and cheering on and Making adjustments and making the model one's own. The results from the action plans and workplace meetings indicated that the employees had discussed problems with cooperation, work organization and how to treat each other. Conclusion Human factors, such as support, encouragement, seeing the benefits, allowing for time and respecting each other can facilitate and contribute to the implementation and success of a new model. Implications for Nursing Management The main finding of the study indicates that with a structured way of working, and with the participation of the employees in the systematic work environment work, the employees contributed with constructive suggestions for improvement. This, in turn, contributed to reducing the workload for first‐line managers. In addition, when working with a structured model, deficiencies in the workplace were identified, which triggered an improvement process in the participating hospital departments.