Implementing practices focused on workplace health and psychological wellbeing: A systematic review

Daniels, Kevin; Watson, David; Nayani, Rachel; Tregaskis, Olga; Hogg, Martin; Etuknwa, Abasiama; Semkina, Antonina

doi:10.1016/j.socscimed.2021.113888

Cited by 43 publications

(39 citation statements)

References 141 publications

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“…These valuable insights into implementing interventions contribute to future interventions and related research [ 32 ]. These methods have been applied broadly in workplace studies to understand the process of intervention implementation [ 33 – 40 ]. In this study, the intervention was guided by our prior research [ 41 , 42 ] and formative research of contextual factors of this setting [ 43 ].…”

Section: Introductionmentioning

confidence: 99%

Implementation of an organizational intervention to improve low-wage food service workers’ safety, health and wellbeing: findings from the Workplace Organizational Health Study

et al. 2021

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Background Many organizational interventions aim to improve working conditions to promote and protect worker safety, health, and well-being. The Workplace Organizational Health Study used process evaluation to examine factors influencing implementation of an organizational intervention. This paper examines the extent to which the intervention was implemented as planned, the dose of intervention implemented, and ways the organizational context hindered or facilitated the implementation of the intervention. Methods This proof-of-concept trial was conducted with a large, multinational company that provides food service through contractual arrangements with corporate clients. The 13-month intervention was launched in five intervention sites in October 2018. We report findings on intervention implementation based on process tracking and qualitative data. Qualitative data from 25 post-intervention interviews and 89 process tracking documents were coded and thematically analyzed. Results Over the 13-month intervention, research team representatives met with site managers monthly to provide consultation and technical assistance on safety and ergonomics, work intensity, and job enrichment. Approximately two-thirds of the planned in-person or phone contacts occurred. We tailored the intervention to each site as we learned more about context, work demands, and relationships. The research team additionally met regularly with senior leadership and district managers, who provided corporate resources and guidance. By assessing the context of the food service setting in which the intervention was situated, we explored factors hindering and facilitating the implementation of the intervention. The financial pressures, competing priorities and the fast-paced work environment placed constraints on site managers’ availability and limited the full implementation of the intervention. Conclusions Despite strong support from corporate senior leadership, we encountered barriers in the implementation of the planned intervention at the worksite and district levels. These included financial demands that drove work intensity; turnover of site and district managers disrupting continuity in the implementation of the intervention; and staffing constraints that further increased the work load and pace. Findings underscore the need for ongoing commitment and support from both the parent employer and the host client. Trial registration This study was retrospectively registered with the Clinical Trials. Gov Protocol and Results System on June 2, 2021 with assigned registration number NCT04913168.

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Section: Introductionmentioning

confidence: 99%

Implementation of an organizational intervention to improve low-wage food service workers’ safety, health and wellbeing: findings from the Workplace Organizational Health Study

et al. 2021

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“…For example, where senior management is committed to fostering a supportive workplace culture by way of defined policies, practices, or resources, it is reflected in the attitudes and behaviours of the workforce, thereby promoting the health and wellbeing of workers within that organisation. Hence, establishing the right or wrong kind of health and wellbeing logics may be a key contextual factor that influences the on-going adaptation or not of health and wellbeing practices, which appears to be the critical factor differentiating the success or not of such practices [57].…”

Section: Discussionmentioning

confidence: 99%

“…The implication for research, therefore, is to investigate how employers can align line manager behaviours, senior manager decisions and interactions with health services, because it would be a dynamic process involving different stakeholders each with access to different information and power bases. The potential for conflict in respect of employee health has been identified as an area where more enquiry is needed [57].…”

Section: Implications For Policy Practice and Researchmentioning

confidence: 99%

Sustainable Return to Work for Workers with Mental Health and Musculoskeletal Conditions

Etuknwa¹,

Daniels

Nayani

et al. 2023

IJERPH

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Common mental health and musculoskeletal disorders (CMDs and MSDs) are two of the most significant causes of non-participation in employment amongst working age adults. Background: This case study fills an important gap in the scientific literature on reintegration back to work after sickness absence due to CMDs and MSDs. It particularly examines the return to work (RTW) experiences of sick-listed employees to understand the facilitators and barriers of sustainable RTW. Methods: Using a realist evaluation approach within a qualitative inquiry, perceptions of employees were explored to provide in-depth understanding of what, how and under what circumstances sustainable RTW can be enabled for employees absent on a short- or long-term basis. Repeat face-to-face semi-structured interviews were conducted with 22 participants (15 women and 7 men, aged 30–50 years and sick-listed with MSDs and CMDs) who were recruited using purposive sampling. Data was thematically analysed. Results: A total of 2 main codes and 5 subcodes were developed and grouped into three theoretical abstractions. As a result of validating the context, mechanism, and outcome configurations with accounts of participants, all three initial theories explaining the most prominent mechanisms that either facilitates or impedes a sustainable RTW for people with CMDs and MSDs were justified. Conclusions: Our findings reveal the active role of line managers on the RTW outcomes of returning employees. However, line-manager’s competence and ability to effectively support and implement appropriate RTW strategies suited to employees’ hinges on working in alignment with key stakeholders and returning employees.

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“…These valuable insights into implementing interventions contribute to future interventions and related research [32]. These methods have been applied broadly in workplace studies to understand the process of intervention implementation [33][34][35][36][37][38][39][40]. In this study, the intervention was guided by our prior research [41,42] and formative research of contextual factors of this setting [43].…”

Section: Introductionmentioning

confidence: 99%

Implementation of An Organizational Intervention To Improve Low-Wage Workers' Safety, Health And Wellbeing: Findings From The Workplace Organizational Health Study

Sorensen

Peters

Nielsen

et al. 2021

Preprint

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Background: Many organizational interventions aim to improve working conditions to promote and protect worker safety, health, and well-being. The Workplace Organizational Health Study used process evaluation to examine factors influencing implementation of an organizational intervention. This paper examines the extent to which the intervention was implemented as planned, the dose of intervention implemented, and ways the organizational context hindered or facilitated the implementation of the intervention.Methods: This proof-of-concept trial was conducted with a large, multinational company that provides food service through contractual arrangements with corporate clients. The 13-month intervention was launched in five intervention sites in October 2018. We report findings on intervention implementation based on process tracking and qualitative data. Qualitative data from 25 post-intervention interviews and 89 process tracking documents were coded and thematically analyzed.Results: Over the 13-month intervention, research team representatives met with site managers monthly to provide consultation and technical assistance on safety and ergonomics, work intensity, and job enrichment. Approximately two-thirds of the planned in-person or phone contacts occurred. We tailored the intervention to each site as we learned more about context, work demands, and relationships. The research team additionally met regularly with senior leadership and district managers, who provided corporate resources and guidance. By assessing the context of the food service setting in which the intervention was situated, we explored factors hindering and facilitating the implementation of the intervention. The financial pressures, competing priorities and the fast-paced work environment placed constraints on site managers’ availability and limited the full implementation of the intervention.Conclusions: Despite strong support from corporate senior leadership, we encountered barriers in the implementation of the planned intervention at the worksite and district levels. These included financial demands that drove work intensity; turnover of site and district managers disrupting continuity in the implementation of the intervention; and staffing constraints that further increased the work load and pace. Findings underscore the need for ongoing buy-in and support from both the parent employer and the host client.Trial registration: This study was retrospectively registered with the Clinical Trials.Gov Protocol and Results System on June 2, 2021 with assigned registration number NCT04913168.

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Implementing practices focused on workplace health and psychological wellbeing: A systematic review

Cited by 43 publications

References 141 publications

Implementation of an organizational intervention to improve low-wage food service workers’ safety, health and wellbeing: findings from the Workplace Organizational Health Study

Implementation of an organizational intervention to improve low-wage food service workers’ safety, health and wellbeing: findings from the Workplace Organizational Health Study

Sustainable Return to Work for Workers with Mental Health and Musculoskeletal Conditions

Implementation of An Organizational Intervention To Improve Low-Wage Workers' Safety, Health And Wellbeing: Findings From The Workplace Organizational Health Study

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