Between advocacy, compliance and commitment: A multilevel analysis of institutional logics in work environment management

2019 ◽  
Vol 35 (1) ◽  
pp. 12-25 ◽  
Author(s):  
Christian Uhrenholdt Madsen ◽  
Susanne Boch Waldorff
Keyword(s):  
Work Environment ◽  
Multilevel Analysis ◽  
Institutional Logics ◽  
Environment Management

scholarly journals Commitment or Compliance? Institutional Logics of Work Environment Management

2017 ◽  
Vol 7 (S2) ◽  
Author(s):  
Christian Uhrenholdt Madsen ◽  
Peter Hasle
Keyword(s):  
Work Environment ◽  
Human Resource ◽  
Traditional Approach ◽  
Institutional Logics ◽  
The State ◽  
Environment Management ◽  
Ideal Types ◽  
Key Characteristics ◽  
Societal Level ◽  
The Ideal

Scholars of the work environment have pointed out how management ideas and practices inspired by a human resource approach are influencing the work environment efforts in Nordic organiza tions. In this paper, we use the ‘institutional logics’ perspective to propose heuristic ideal types of two institutional logics of work environment management:The logic of compliance as the ideal type of the ‘traditional’ approach to work environment management and the logic of commitment as the human resource informed approach. Through a side-by-side comparison of key characteristics, we analyze the two ideal types as instantiations of institutional orders on the societal level with the compliance logic being rooted in the orders of the state and the corporation, and the commitment logic as based on the orders of the corporation.The paper ends with a discussion on the how the two logics can influence concrete work environment practices and approaches to management in organizations. 

scholarly journals A Qualitative Study on Employees’ Experiences of a Support model for Systematic Work Environment Management

2019 ◽  
Vol 16 (19) ◽  
pp. 3551 ◽  
Author(s):  
Therese Hellman ◽  
Fredrik Molin ◽  
Magnus Svartengren
Keyword(s):  
Focus Group ◽  
Qualitative Study ◽  
Work Environment ◽  
Work Groups ◽  
Comparative Method ◽  
Focus Group Interviews ◽  
Environment Management ◽  
Group Interviews ◽  
Over Time ◽  
Support Model

Background: The aim is to explore how an organisational work environment support model, the Stamina model, influences employees’ work situations and the development of sustainable work systems. Methods: It was a qualitative study with semi-structured, focus-group interviews, including 45 employees from six work groups. Eighteen focus group interviews were conducted over a period of two years. Data were analysed with constant comparative method. Results: The core category, shifting focus from an individual to an organisational perspective of work, illustrated how communication and increased understanding of one’s work tasks changed over time and contributed to deeper focus on the actual operation. These insights were implemented at different time points among the work groups during the two-year process. Conclusions: Our results indicate that working with the model engages employees in the work environment management, puts emphasis on reflections and discussions about the meaning and purpose of the operations and enables a shared platform for communication. These are important features that need to continue over time in order to create a sustainable work system. The Stamina model, thus seems to have the potential to promote productive and healthy work places.

scholarly journals Contextual Factors Associated with Burnout among Chinese Primary Care Providers: A Multilevel Analysis

2019 ◽  
Vol 16 (19) ◽  
pp. 3555 ◽  
Author(s):  
Huiwen Li ◽  
Beibei Yuan ◽  
Qingyue Meng ◽  
Ichiro Kawachi
Keyword(s):  
Primary Care ◽  
Work Environment ◽  
Multilevel Analysis ◽  
Contextual Factors ◽  
Maslach Burnout Inventory ◽  
Primary Care Providers ◽  
Personal Accomplishment ◽  
Care Providers ◽  
Cross Sectional Survey ◽  
Work Support

Burnout is a common and growing phenomenon in the health care setting. The objective of the present study is to examine contextual factors in the workplace associated with burnout among primary care providers (PCPs) in Shandong Province, China. A cross-sectional survey was conducted among 951 PCPs nested within 48 primary health institutions (PHIs). Burnout was measured using the Maslach Burnout Inventory–Human Services Survey (MBI–HSS). We used two-level random intercept linear regression models to examine individual- versus workplace-level risk factors for burnout. The result revealed that 33.12%, 8.83% and 41.43% PCPs were experiencing a high degree of emotional exhaustion (EE), depersonalization (DP) and low personal accomplishment (PA). In multilevel analysis, the most significant and common individual-level predictors of burnout were lack of perceived work support and autonomy. At the institutional level, workload was positively related to EE (odds ratio (OR): 6.59; 95% confidence interval (CI): 3.46–9.72), while work support was related to higher PA (OR: 3.49; 95% CI: 0.81–6.17). Greater attention should be paid to the influence of the work environment factors (workload and work support) to prevent burnout. Strategies such as increasing human resources allocated to PHIs and establishing a supportive work environment are encouraged to prevent and reduce burnout among PCPs in China.

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

2020 ◽  
Vol 17 (11) ◽  
pp. 3884
Author(s):  
Fredrik Molin ◽  
Therese Hellman ◽  
Magnus Svartengren
Keyword(s):  
Work Environment ◽  
Work Groups ◽  
Environmental Issues ◽  
First Line ◽  
Line Managers ◽  
Environment Management ◽  
Thematic Approach ◽  
One Year ◽  
Monitoring Progress ◽  
Support Model

Background: This paper describes the experiences of first-line managers when working with a structured support model for systematic work environment management in their work groups. First-line managers play a key part in influencing the work environment. Methods: In this study, a sample of managers implementing a structured support model, the Stamina model, in Swedish municipalities were interviewed. A total of 31 (n = 31) interviews were conducted at two time points during a one-year period. The collected data were analysed using a qualitative thematic approach. Results: The results showed that managers experienced discomfort when giving the responsibility of working with work environmental issues to employees. However, managers also experienced and were impressed by how well it worked in allowing employees to take on work environmental issues. Managers found that they balanced between being quiescent and, at the same time, actively monitoring progress in the work groups. Conclusions: The results from this study implicate that managers need to be sensitive to the needs and capacity of their work groups. The oracle in Delphi stated know yourself. We conclude: Know your group!

scholarly journals 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

2021 ◽  
Vol 18 (21) ◽  
pp. 11611
Author(s):  
Erebouni Arakelian ◽  
Sofia Paulsson ◽  
Fredrik Molin ◽  
Magnus Svartengren
Keyword(s):  
Human Resources ◽  
Work Environment ◽  
Longitudinal Design ◽  
Productivity Change ◽  
Positive Trend ◽  
Production Loss ◽  
Short Term ◽  
Environment Management ◽  
Relational Justice ◽  
Support Model

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.

scholarly journals Systematic Work Environment Management: Experiences from Implementation in Swedish Small-scale Enterprises

2010 ◽  
Vol 48 (2) ◽  
pp. 185-196 ◽  
Author(s):  
Kristina GUNNARSSON ◽  
Ing-Marie ANDERSSON ◽  
Gunnar ROSÉN
Keyword(s):  
Work Environment ◽  
Small Scale ◽  
Environment Management

scholarly journals Work Environment Dialogue in a Swedish Municipality — Strengths and Limits of the Nordic Work Environment Model

2013 ◽  
Vol 3 (1) ◽  
pp. 69 ◽  
Author(s):  
Kaj Frick
Keyword(s):  
Work Environment ◽  
Sickness Absence ◽  
Trade Unions ◽  
Workplace Health Promotion ◽  
Political Support ◽  
Line Managers ◽  
Environment Management ◽  
Environment Model ◽  
Development Capacity ◽  
Municipal Employees

In the Nordic work environment model, health risks at work are mainly to be managed in cooperation with the employees and their representatives. The model is based on strong trade unions and is supported by the state through participatory rights and funding to produce and disseminate knowledge on risks and solutions. The model is evident in the large Swedish municipal sector with its strong unions and extensive social dialogue. However, municipal employees also face widespread risks, mainly from mental and physical overload. They led the costly wave of rising sickness absence from the late 1990s. Municipal (and other) employers therefore attempt to reduce the absence. The rural municipality of Leksand started a project Hälsosam with the broad objectives to half the absence, implement a national agreement on better dialogue, make Leksand an attractive employer, and improve employee influence and work environment. The article’s objective is to use Hälsosam’s intervention project to explore the limits of what the Nordic work environment model can achieve against risks rooted in the employers’ prerogative of organizing, resourcing, and managing the operations that create the conditions at work. Hälsosam’s practice focused on sickness absence and the forms of the new national agreement. The absence was halved by reducing cases of long-term sickness. There was also workplace health promotion and the safety reps were supported through regular meetings. However, little was done to the extensive mental and physical overload revealed in a survey. Nor was the mandatory work environment management improved, as was ordered by the municipal council. This remained delegated to first-line managers who had a limited ability to handle work risks. This limited practice implemented Leksand’s political priority to reduce the absenteeism, while other objectives had less political support. The difficulties to improve the work environment and its management were as demonstrated by other research on municipalities’ limited development capacity. Hälsosam’s narrow focus was also supported by the limited priorities of the national municipal employers. This gave a narrow perspective in the central social partners’ consultants to Leksand and other municipalities. Hälsosam thereby demonstrates both the strengths and the weaknesses of the Nordic work environment model. On the one hand, the local dialogue was even further improved. On the other, local and central trade union cooperation with the employers did not enable them to much raise the organizational problems of work overload and poor work environment management. Leksand’s municipal employees remained squeezed between limited taxes and unlimited service demands and had to “solve” this by too hard work.

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