Training on involving cognitions and perceptions in the occupational health management and work disability assessment of workers: development and evaluation

Background In order to improve work participation of workers with a chronic disease, it is important for occupational health professionals (OHPs) to focus on those factors that can influence work participation. Cognitions and perceptions, such as recovery expectations and self-efficacy, are examples of these factors that can influence work participation. However, no training program is available for OHPs on how to involve cognitions and perceptions during their practice. Therefore, the aim of this study was to develop a training program for OHPs on how to involve cognitions and perceptions in the occupational health management and work disability assessment of workers with a chronic disease. In addition, to evaluate the OHPs’ satisfaction with the training and the feasibility of the training and learned skills. Methods The training program was developed using information from previously conducted studies regarding cognitions and perceptions in relation to work participation. Satisfaction with the training by OHPs was evaluated by means of a questionnaire. A smaller group of OHPs were interviewed three to six months after the training to evaluate the feasibility of the training and learned skills. Results The 4.5-h training program consisted of four parts concerning: 1) cognitions and perceptions associated with work participation, 2) how to obtain information on them, 3) the course of the conversation on these factors, and 4) intervening on these factors. Eight training sessions were conducted with 57 OHPs, of whom 54 evaluated the training. Participants were very satisfied (score 8.5 on a scale from 1 to 10). The eleven interviewed participants were more aware of cognitions and perceptions during consultations and perceived the training to be feasible. However, not all participants had applied the acquired skills in their practice, partially because of a lack of time. Conclusions OHPs are very satisfied with the training program and perceive it to be feasible. The training increases awareness of important cognitions and perceptions and may possibly help to increase work participation of workers with a chronic disease.

Interfaces of occupational health management and corporate social responsibility: a multi-centre qualitative study from Germany

Background The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders’ views and experiences regarding interfaces between OHM and CSR in German companies. Methods Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n = 35), business partners (n = 19), and various non-business partners (n = 23). Transcripts were analysed using qualitative content analysis. Results Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a critical cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies’ philosophies that already connect OHM and CSR not being embraced by employees and managers. Conclusions There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches is set up in a socially sustainable and ethical manner.

APPLICATION OF A RISK-BASED APPROACH IN THE OCCUPATIONAL HEALTH MANAGEMENT SYSTEM

The economic efficiency of the application of the risk-oriented approach is considered, the use of the risk capacity method allows justifying the costs of labor protection as an investment in the development of the organization itself.

Measles outbreaks among health workers in a university hospital admission ward in Northeastern Thailand in 2019: reflections on the occupational health management system

Objectives This study examined a measles outbreak among health workers in a university hospital admission ward and details of the existing occupational health management system. Methods Secondary data was obtained from two sources: 1) from the Occupational Health and Safety Office outbreak investigation report a post-exposure immunity evaluation which is completed after a measles, mumps, or rubella outbreak and 2) from the medical records of the individual cases. In addition, the Occupational Health and Safety Office guidelines were reviewed and a descriptive epidemiological investigation was conducted. Results A total of 75 health workers in the university hospital admissions ward who were potentially exposed were included in the study, of whom three were diagnosable as measles based on a positive immunoglobulin M (IgM) test. The three health workers who were identified as confirmed cases were nursing assistants; two worked in the admissions ward 4A, and one worked in the cardiac care unit. We found evidence that a propagated source caused the outbreak. The occupational health management system in the hospital at that time had only exposure and post-exposure protocols, but no pre-exposure protocol. Conclusion None of the health workers who were diagnosable as measles had been examined for measles immunity during their pre-placement health examination. The occupational health management system should revise the policy for ensuring the immunity to measles of health workers before allowing them to begin work and conducting a respirator fit test before using an N95 respirator.

Interfaces of Occupational Health Management and Corporate Social Responsibility: A multi-Centre Qualitative Study from Germany

Background: The workplace has been identified as a priority setting for health promotion. There are potential advantages of systematically integrating Occupational Health Management (OHM) and Corporate Social Responsibility (CSR). However, OHM and CSR are usually overseen by different management branches with different sets of values, and there is a lack of empirical research regarding interfaces between OHM and CSR. Germany offers a particularly useful setting due to legislation requiring health to be promoted in the workplace. This study aims to examine key stakeholders’ views and experiences regarding interfaces between OHM and CSR in German companies. Methods: Individual semi-structured qualitative interviews were conducted with a sample of 77 German stakeholders from three different groups: experts in occupational health and corporate social responsibility from various companies (n=35), business partners (n=19) and various non-business partners (n=23). Transcripts were analysed using qualitative content analysis. Results: Participants identified several areas in which OHM and CSR are already interacting at strategic, structural and cultural levels, but has also highlighted several barriers that undermine a more meaningful interaction. Participants reported difficulties in articulating the underlying ethical values that are relevant to both OHM and CSR at the strategic level. Several structural barriers were also highlighted, including a lack of resources (both financial and knowledge), and OHM and CSR departments not being fully developed or being undertaken at entirely different operational levels. Finally, the missing practical implementation of corporate philosophy was identified as a key cultural barrier to interfaces between OHM and CSR, with existing guidelines and companies’ philosophies that already connect OHM and CSR not being embraced by employees and managers.Conclusions: There is already significant overlap in the focus of OHM and CSR, at the structural, strategic and cultural levels in many German companies. The potential is there, both in theory and practice, for the systematic combination of OHM and CSR. The insights from this study will be useful to ensure that closer integration between both management branches are set up in a socially sustainable and ethical manner.