The role of managers in addressing employees with musculoskeletal pain: a mixed methods study

Abstract

Purpose This study investigates management awareness of employee musculoskeletal pain and conditions that shape managers’ handling of employees with pain.Methods We used a mixed methods design including data from a questionnaire survey and focus group sessions. All employees and managers from seven nursing homes were invited to participate in the questionnaire survey and 327 employees (81%) and 31 managers (82%) responded. Employees were asked about their worst pain intensity the past month and managers were asked to estimate the percentage of their employees who had experienced pain. Thirty-eight managers (93%) participated in focus group sessions addressing the culture for handling pain at the workplace. A multiple case study approach allowed for an integrated interpretation of the empirical findings.ResultsResults indicate limited manager awareness of employee pain. We identified four conditions that shape managers’ handling of employees with pain: (1) Employee handling of—and communication about—pain, (2) the collegial culture for handling pain, (3) managers’ perception of their role towards employees with pain and (4) procedures and informal approaches for handling employees with pain. Across these conditions various degrees of openness characterized the nursing homes.ConclusionsThe degree of openness towards communicating about—and handling pain—in the organization (individual, collegial and managerial levels) influences how managers handle employees with pain. Awareness about employee health is a prerequisite for management to initiate relevant action towards supporting employees. Future workplace initiatives are likely to benefit from addressing openness in the organization to increase awareness and support employees with pain.

Attending work with chronic pain is associated with higher levels of psychosocial stress

“…Studies have found that managers have limited awareness of employee pain and it is rarely openly discussed. 39 Managers habitually do not consider pain amongst employees a problem, 9 which is surprising given that a Danish study found that over…”

“…This may be particularly important because studies have shown that management behavior can significantly influence how an employee handles pain at work. 41–43 The Healthy Workplace Campaign was introduced to reduce workplace bullying in the United States, holding the employer accountable for an abusive work environment, which encourages employers to actively reduce hostility within the workplace. 44 Similar campaigns may hold the key to reducing the negative psychosocial association with chronic pain in the workplace.…”

“…There is much literature that endorses the value of such strategies. 41 , 49–52 For instance, employers report several advantages of accommodating employees with chronic health problems, with social inclusion having a positive effect on both productivity levels and employee health. 53 Similarly, good leadership and a friendly social environment have been linked with enhanced productivity levels.…”

Musculoskeletal health in the workplace

“…Factors at both the individual, interpersonal and organisational levels may influence employee action when experiencing MSK problems. Managers play a key role in relation to workplace health [65,66] and management behaviour influences how an employee handles pain at work [67e69]. Providing possibilities for communication can influence whether an employee can continue working when experiencing pain [70], therefore, the importance of good communication between employers, staff and peers in supporting physical and mental health in the workplace has been recognised by the World Health Organisation (WHO) [71,72].…”

“…Individuals with varying MSK conditions have explained that a supportive manager who allows time off for medical appointments, provides a stable working environment in terms of promoting positive workplace culture, and allowances for flexible working arrangements during disease flares, all facilitate worker retention [103,104]. It is important to note that flexible working arrangements extend beyond physical intervention; qualitative research suggests that employees with MSK conditions feel appreciative where employers initiate conversation about ways to facilitate worker productivity and retention [65,105].…”