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.

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!

Workplace health promotion and working conditions as determinants of employee health

2014 ◽  
Vol 7 (2) ◽  
pp. 89-104 ◽  
Author(s):  
Cecilia Ljungblad ◽  
Fredrik Granström ◽  
Lotta Dellve ◽  
Ingemar Åkerlind
Keyword(s):  
Work Environment ◽  
Sickness Absence ◽  
Social Care ◽  
Workplace Health Promotion ◽  
Work Conditions ◽  
Employee Health ◽  
Workplace Health ◽  
Psychosocial Work ◽  
Content Type ◽  
Self Rated Health

Purpose – The purpose of this paper is to investigate general psychosocial work conditions and specific workplace health promotion (WHP) measures in relation to employee health and sickness absence in Swedish municipal social care organizations. Design/methodology/approach – In a random sample of 60 out of the 290 municipalities in Sweden, 15,871 municipal social care employees working with elderly and disabled clients were sent a questionnaire concerning psychosocial work environment, WHP, and self-rated health. The responses (response rate 58.4 per cent) were complemented by register data on sickness absence (>14 days). All data were aggregated to employer level. Findings – A structural equation modelling analysis using employer-level data demonstrated that employers with more favourable employee ratings of the psychosocial work conditions, as well as of specific health-promoting measures, had better self-rated health and lower sickness absence level among employees. Practical implications – The results from this representative nationwide sample of employers within one sector indicate that employers can promote employee health both by offering various health-specific programmes and activities, such as work environment education, fitness activities, and lifestyle guidance, as well as by forming a high-quality work environment in general including developmental and supportive leadership styles, prevention of role conflicts, and a supportive and comfortable social climate. Originality/value – This study with a representative nationwide sample demonstrates: results in line with earlier studies and explanations to the challenges in comparing effects from specific and general WHP interventions on health.

scholarly journals How management groups’ reason when deciding to use a model focusing on systematic work environment management

2019 ◽  
Vol 12 (6) ◽  
pp. 441-456 ◽  
Author(s):  
Therese Hellman ◽  
Fredrik Molin ◽  
Tomas Eriksson ◽  
Magnus Svartengren
Keyword(s):  
Work Environment ◽  
Comparative Method ◽  
Structured Interviews ◽  
Line Managers ◽  
Environment Management ◽  
Content Type ◽  
Management Group ◽  
Constant Comparative Method ◽  
Management Groups ◽  
Practical Implications

Purpose The purpose of this paper is to explore and describe the perspective of the management group regarding how they reasoned when deciding to engage in a model focussing on systematic work environment management, and what motives that influenced their decision. Design/methodology/approach This qualitative study with semi-structured interviews includes 18 representatives from the management groups in 18 Swedish municipalities. Data were analysed with a constant comparative method. Findings The participants described two aspects that were of importance when making the decision; establishing commitment before making the decision and establishing strategies to legitimise the decision. Furthermore, they expressed motives that were linked both to their individual expectations and wishes and to policies and facts in their organisations. The participants experienced the model as a valuable tool in their organisations to increase employee participation and to provide structured support to their first-line managers. Practical implications The managers’ motives were linked to individual expectations and external directives. These were often intertwined and influenced their decisions. When implementing this type of model, it is important to discuss decisions in a larger group to avoid building an organisational initiative on one person’s expectations. Furthermore, it is important to support the management’s work to establish commitment for the model in the municipal organisation. Originality/value This study adds to knowledge of the complexity of deciding and implementing models to support systematic work environment management in organisations.

scholarly journals Can Working Conditions and Employees’ Mental Health Be Improved via Job Stress Interventions Designed and Implemented by Line Managers and Human Resources on an Operational Level?

2021 ◽  
Vol 18 (4) ◽  
pp. 1916 ◽  
Author(s):  
Magnus Akerstrom ◽  
Linda Corin ◽  
Jonathan Severin ◽  
Ingibjörg H. Jonsdottir ◽  
Lisa Björk
Keyword(s):  
Human Resources ◽  
Sickness Absence ◽  
Working Conditions ◽  
Employee Turnover ◽  
Reference Groups ◽  
Intervention Effect ◽  
Intervention Effects ◽  
Line Managers ◽  
Operational Level ◽  
Organisational Level

Organisational-level interventions are recommended for decreasing sickness absence, but knowledge of the optimal design and implementation of such interventions is scarce. We collected data on working conditions, motivation, health, employee turnover, and sickness absence among participants in a large-scale organisational-level intervention comprising measures designed and implemented by line managers and their human resources partners (i.e., operational-level). Information regarding the process, including the implementation of measures, was retrieved from a separate process evaluation, and the intervention effects were investigated using mixed-effects models. Data from reference groups were used to separate the intervention effect from the effects of other concurrent changes at the workplace. Overall, working conditions and motivation improved during the study for both the intervention and reference groups, but an intervention effect was only seen for two of 13 evaluated survey items: clearness of objectives (p = 0.02) and motivation (p = 0.06). No changes were seen in employees’ perceived health, and there were no overall intervention effects on employee turnover or sickness absence. When using operational-level workplace interventions to improve working conditions and employees’ health, efforts must be made to achieve a high measure-to-challenge correspondence; that is, the implemented measures must be a good match to the problems that they are intended to address.

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 Physical work environment risk factors for long term sickness absence: prospective findings among a cohort of 5357 employees in Denmark

BMJ ◽  
2006 ◽  
Vol 332 (7539) ◽  
pp. 449-452 ◽  
Author(s):  
Thomas Lund ◽  
Merete Labriola ◽  
Karl Bang Christensen ◽  
Ute Bültmann ◽  
Ebbe Villadsen
Keyword(s):  
Risk Factors ◽  
Work Environment ◽  
Sickness Absence ◽  
Physical Work ◽  
Physical Work Environment

Comparing the new interdisciplinary Health in work intervention to conventional monodisciplinary welfare interventions at Norwegian workplaces: Protocol for a pragmatic cluster-randomized trial (Preprint)

2022 ◽  
Author(s):  
Anje Christina Höper ◽  
Christoffer Lilja Terjesen ◽  
Nils Fleten
Keyword(s):  
Work Environment ◽  
Sickness Absence ◽  
Intraclass Correlation ◽  
Health Anxiety ◽  
Randomised Trial ◽  
Psychosocial Work Environment ◽  
Cluster Randomised Trial ◽  
Health Complaints ◽  
Psychosocial Work ◽  
Treatment As Usual

BACKGROUND Musculoskeletal and mental health complaints are the dominant diagnostic categories in long-term sick leave and disability pensions in Norway. Continuing to work despite health complaints is often beneficial, and a good work environment can improve work inclusion for people affected. In 2001, the Norwegian Labour and Welfare Administration (NAV) began to offer inclusive work measures (IWM) to improve the psychosocial work environment, as well as work inclusion of people with health complaints. In 2018, NAV and specialist health services started offering the new collaborative Health in work programme. Its workplace intervention (HIW) presents health- and welfare information that may improve employees´ coping ability regarding common health complaints. It encourages understanding of coworkers´ health complaints and appropriate work adjustments, in order to increase work participation. OBJECTIVE This protocol presents an ongoing, two-arm, pragmatic cluster-randomised trial. Its aim is to compare the effect of monodisciplinary IWM (treatment as usual) and interdisciplinary HIW in terms of changes in overall sickness absence, healthcare utilisation, health-related quality of life, and costs. Secondary objectives are to compare changes in individual sickness absence, psychosocial work environment, job and life satisfaction, health, and health anxiety, both at the individual and the group level. METHODS Data will be collected from national registers, trial-specific registrations and questionnaires. Effects will be explored by difference-in-difference analysis, and regression modelling. Multilevel analysis will visualise any cluster effects by intraclass correlation coefficients. RESULTS Inclusion is completed with 97 workplaces and 1383 individual consents. CONCLUSIONS Data collection will be finished with the last questionnaires to be sent out in July 2023. This trial will contribute to fill knowledge gaps about effectiveness and costs of workplace interventions, thereby benefitting health and welfare services, political decision-makers, and the public and business sectors. CLINICALTRIAL The trial is approved by the Norwegian Regional Committee for Medical and Health Research Ethics and registered in Clinicaltrials.gov (NCT04000035). Findings will be published in reports, peer-reviewed journals and at conferences.

Distributed Work Environments

2021 ◽  
pp. 2011-2032
Author(s):  
Edwiygh Franck
Keyword(s):  
Work Environment ◽  
Global Market ◽  
Human Condition ◽  
Work Environments ◽  
Distributed Work ◽  
Environment Model ◽  
Work Concept ◽  
The Right ◽  
The Impact ◽  
Distributed Work Environment

Technology is making the traditional workplace obsolete. Companies are taking advantage of the myriads of digital resources available to make their processes leaner, cut costs and have a larger presence in the global market through the concept of distributed work environment. In this chapter, the author provides an overview of the distributed work environment, as well as the impact it has on the human condition in the workplace. Although this technology driven work concept can be beneficial, companies have to ensure that it is the right business model for them and their employees. The author looks at different factors that companies need to consider in deciding to adopt a distributed work environment model. Several companies, over 125 of them, have successfully implemented the concept and the author shares some examples on how they were able to achieve success and employee satisfaction.

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