The Role of Workplace on Work Participation and Sick Leave after a Terrorist Attack: A Qualitative Study

Abstract

Returning to work after large-scale traumatic events is desirable for employees, their organization, and society. The aim of the present study was to identify work-related factors that are perceived as important for work participation versus sick leave after a terrorist attack. We conducted in-depth interviews of 98 employees in the Norwegian governmental ministries that were the target of the 2011 Oslo bombing. Participants were randomly selected from 2519 employees who had responded to a web-based survey. We used a stratified sampling procedure to ensure inclusion of a wide range of experiences in terms of exposure and stress reactions. Participants were asked what, if any, factors contributed to work participation or sick leave, and which factors made a difference in how quickly people on sick leave returned to work. Thematic analyses provided three themes that stimulate work participation and prevent sick leave: supportive management, the ability of a leader to accept individual needs and help people cope with stress; sense of cohesion, feelings of being close, caring for each other, and working well together; and working as a coping strategy, basic assumptions that it is best to stick to work and familiar routines, or a strong belief in one’s ability to master. A fourth theme, high demands and lack of acceptance, included experiences that promoted an absence from work, such as too much business as usual, management’s lack of priorities for which tasks could be left out, or a lack of recognition of individual needs. The findings point to key factors that workers perceive as important for work participation in the aftermath of a disaster. We suggest that health and productivity benefits can be achieved by organizing work and the work environment in line with these experiences.

Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain

“…Further, we propose two reasons that explain why telework satisfaction is expected to increase the employees’ levels of wellbeing. First, in times of crisis, working can become a coping strategy to adjust to the new situation (Kirchner et al, 2021 ) and to promote mental health and resilience (Heir et al, 2021 ). In their study after the Oslo terrorist attack in 2011, Heir et al ( 2021 ) found that work provided employees with a sense of cohesion, supportive management, and peer support, thus enhancing their wellbeing.…”

“…First, in times of crisis, working can become a coping strategy to adjust to the new situation (Kirchner et al, 2021 ) and to promote mental health and resilience (Heir et al, 2021 ). In their study after the Oslo terrorist attack in 2011, Heir et al ( 2021 ) found that work provided employees with a sense of cohesion, supportive management, and peer support, thus enhancing their wellbeing. In face of COVID-19, the organizations’ facilitation of adequate telework conditions may have helped employees to cope with the new situation.…”

The Impact of a Workplace Terrorist Attack on the Psychosocial Work Environment: A Longitudinal Study From Pre- to Post-disaster

“…In the long run, emotions can manifest themselves in job satisfaction or work productivity ( 13 ). Thus, several factors could have influenced employees' perception of predictability and role expectations, such as relocations, loss of infrastructure and personal property ( 14 ), increase in sick leave ( 15 ), acquired post-traumatic stress reactions ( 10 ), concerns about safety at work ( 16 ), experiences of high work demand ( 17 ), and disagreement in the workforce about who deserved relief and support the most ( 17 ).…”

“…Perceptions of the psychosocial work environment is important for maintaining health and productivity after a workplace disaster ( 2 – 4 , 17 ). Our findings that previous levels of perceived predictability and role expectations were maintained after a terrorist attack are in that sense a positive message with important implications.…”

Development and Validation of an Instrument to Measure Work-Related Stress among Rescue Workers in Traumatic Mass-Casualty Disasters

“…High-quality team leadership has been shown to be significantly associated with a lowered risk of subsequent mental distress [33]. Good team leadership plays an important role in employee health and well-being as well as reducing burnout [34]. It is also an essential antecedent of occupational safety; rule-oriented leadership that formulates plans for future operations collaboratively with the workers improves the workers' motivation to comply with safety regulations and to participate in safety-promoting activities [35].…”