Health-related quality management values – comparing manager and co-worker perceptions

Abstract

Purpose The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare the results from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement is needed. Design/methodology/approach An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS (Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of the dimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated. Findings The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers. Originality/value Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QM values “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and co-worker perceptions.

Development and Validation of Questionnaires to Assess Workplace Violence Risk Factors (QAWRF): A Tripartite Perspective of Worksite-Specific Determinants in Healthcare Settings

“…3 This is supported by previous studies which demonstrate that divergent perceptions often exist between healthcare administrators and workers on different issues. [66][67][68] Moreover, clinical workers were suggested to often report to other clinical workers in their department rather than to the administrators, which can create a gap in the perception of WPV risk factors between workers and administrators. 68 Meanwhile, clients who spend the least time at a particular healthcare department compared to the other two target population may only recognize certain risk factors, and their knowledge regarding the presence of risk factors may also be influenced by incidences that might or might not happen during their visit to the healthcare setting.…”

Developing value-based leadership for sustainable quality development: a meta-analysis from a study of Lean manufacturing

“…Cultivating strong values and culture in organizations requires a leadership that is engaged (Bergman et al, 2022). It is the leader's responsibility to articulate the values of the organization and demonstrate the behaviors in their actions (Busch and Wennes, 2012;Bäckström, 2019;Fok-Yew et al, 2021;Viinamäki, 2009). According to Schein (2004) creating and maintaining organizational culture is the core of leadership and the behaviors of the leaders will affect what culture will prevail in an organization.…”

“…Values are cited as one of the most critical factors for building quality and innovation in business (Fundin et al, 2021;Grant, 2016). Companies that are grounded in clearly articulated values create healthy conditions for employees to be engaged and participate in developing effective solutions to meet the needs of customers (Bäckström, 2019). The question posed in this paper is how can leaders develop value-based leadership for sustainable quality development.…”

A Healthy Work Environment in the Slovenian Hotel Industry: Views of Employees Affected by the COVID-19 Pandemic

“…The workplace is one of the key environments that affect mental well-being and health, and health is an essential value (Bye et al, 2016;Lau et al, 1986). There are some gaps in the perception of health-related values between employees and managers ("managers' perception of the presence of the health-related QM values within the companies is higher") (Bäckström, 2019). Hence, Lagrosen et al (2012) identified three of the dimensions linked with the perception of employees' health: (a) 'presence/communication' and (b) 'integrity' derived from management commitment, and (c) 'influence' derived from employees' participation.…”