Pathways to Employee Outcomes in a Workplace Health Promotion Program

Purpose This study examined the relationship between employee outcomes and employer implementation of evidence-based interventions (EBIs) for chronic disease prevention. Design Cross-sectional samples collected at 3 time points in a cluster-randomized, controlled trial of a workplace health promotion program to promote 12 EBIs. Setting King County, WA. Sample Employees of 63 small, low-wage workplaces. Measures Employer EBI implementation; 3 types of employee outcomes: perceived implementation of EBIs; perceived employer support for health; and health-related behaviors, perceived stress, depression risk, and presenteeism. Analysis Intent-to-treat and correlation analyses using generalized estimating equations. We tested bivariate associations along potential paths from EBI implementation, through perceived EBI implementation and perceived support for health, to several employee health-related outcomes. Results The intent-to-treat analysis found similar employee health-related behaviors in intervention and control workplaces at 15 and 24 months. Workplaces implemented varying combinations of EBIs, however, and bivariate associations were significant for 4 of the 6 indicators of physical activity and healthy eating, as well as perceived stress, depression risk, and presenteeism. We did not find significant positive associations for cancer screening and tobacco cessation. Conclusion Our findings support broader dissemination of EBIs for physical activity and healthy eating, as well as more focus on improving employer support for employee health. They also suggest we need better interventions for cancer screening and tobacco cessation.

Multi-local living employees in Stuttgart and Milan. An analysis of their employer support for the spatial-temporal organisation of their living arrangements

With work-related living in several places – also known asmulti-local living – on the rise due to flexible working andliving environments, employers are increasingly challengedto support multi-local living arrangements in order to recruitand retain qualified employees nationwide. This paperpresents the first results of an analysis conducted in the citiesof Stuttgart in Germany and Milan in Italy. With the help ofsemi-structured problem-oriented interviews with multi-localemployees in knowledge-based sectors, their requirementsand the benefits they currently receive from their employers insupport of their living arrangements are examined. The resultsshow, among other things, that in both cities certain types ofcompanies are more open to these living arrangements. However,few employers were found to have official policies fordealing with multi-locality. Furthermore, it is shown that differenttypes of multi-local employees require different support.The paper also discusses interactions between workrelatedmulti-locality and spatial development.

Employer perspectives on their supportive role in promoting sustainable RTW of disabled workers

Background Employers play an important supportive role in facilitating sustainable Return to Work (RTW) of workers with disabilities. Little is understood about how employers deal with their supportive role, what kind of support they offer and which facilitators of employer support are important to successful RTW. Methods A semi-structured interview study was conducted among 27 employer representatives (e.g. supervisors, HR managers, case managers) of companies in the Netherlands who had experience in retaining at least one disabled workers within their company. Participants were included through purposive sampling on sector and company size. Data was analyzed by means of thematic analysis. Results We identified three different types of employer support: 1. instrumental support (offering work accommodations), 2. emotional support (encouragement, empathy, understanding) and 3. informational support (providing information, setting boundaries). Facilitators of employer support were categorized into three main themes: 1. good collaboration, with subthemes (in)formal contact, trustful relationships, mutual responsibilities and (in)formal networks, 2. employer characteristics, including supportive organizational culture, leadership skills and flexibility, and 3. employee characteristics including flexibility and resilience. Conclusions Different types of employer support are considered as important in the RTW process of disabled workers. Besides offering work accommodations, also emotional and informational support are necessary. In addition, good collaboration and flexibility of both employer and employee may be viewed as facilitators for optimizing supervisor and employee interaction during the RTW process. Key messages Instrumental, emotional and informational support by the employer are important in the RTW process of disabled workers. Facilitating factors include collaboration, flexibility and leadership.

Determining the key success factors in the organization of BP Tapera

The purpose of this paper is to determine the Key Success Factors in the operationalization of BP. Tapera (Public Housing Savings Implementing Agency), so that solutions to the challenges faced by institutions in the future will be found, as well as ways to achieve successful performance. As results of external analysis research, showing several key success factors, including high economic growth, large population, implementation of mandatory Tapera membership, high yielding Tapera fund accumulation, transparent and accountable Tapera administration principles, the culture of mutual cooperation and humanity, availability of adequate office/branch services, availability of integrated IT, Decrease Termination of Employment, Employment Increase, Price Stability, Equitable Development Results, Participant Awareness and Trust, Employer Support, Land Bank Availability. As a follow-up study, BP. Tapera must immediately develop and perform strategies to implement these key success factors.

Suicidology Post Graduate Curriculum: Priority Topics and Delivery Mechanisms for Suicide Prevention Education

Background: There has been limited attention to the development and delivery of tertiary suicide prevention curricula. The aim of this work was to describe the status of postgraduate suicide prevention education, with specific attention on examining the needs of the suicide prevention sector in Australia. Method: An online survey was completed by 76 stakeholders in Australia. Current curriculum learning outcomes from Griffith University’s postgraduate suicidology programs guided the development of the survey. Results: Four key learning domains were rated highest in importance by stakeholders. According to most stakeholders, skills-based qualifications were the most relevant type of qualification, and online modulized education was the most preferred delivery mode. Half of stakeholders supported suicide prevention professional development through a combination of financial support and study leave. Conclusions: The survey provided invaluable feedback regarding the priorities of Australia’s suicide prevention sector for content domains and delivery mechanisms for tertiary suicidology education. The findings showed the preferred type of organizational (employer) support that may be provided for employees to undertake such education. These findings will inform the future developments of Griffith University’s suicidology programs and may motivate other universities to consider offering same or a similar type of education to support the suicide prevention sector toward saving lives.

Comprehensive Workplace Policies and Practices Regarding Employee Opioid Use

The workplace is a key environment to impact employees, families, and communities to prevent further opioid and substance misuse, addiction, and overdose. However, it is often overlooked as an ideal location to launch a prevention intervention or support strategy. Employees in recovery, seeking treatment, and dealing with mental distress require employer support. Supports should consider the diversity of the work force and be culturally appropriate. Several data sources, tools, and other resources exist to aid employers in supporting their employees and addressing the opioid epidemic; a few from the National Safety Council are discussed. As well as suitable strategies to strengthen workplace prevention interventions and treatment access, in light of the opioid epidemic, coronavirus pandemic, and workplace disparities.

What You Want Is Not Always What You Get: Gender Differences in Employer-Employee Exchange Relationships during the COVID-19 Pandemic

Relational Inequality Theory (RIT) argues that relational claims-making- the process of employer-employee exchange relationships explicitly regarding negotiations over resources and rewards- is the central mechanism that produces social inequalities at work. Yet, the COVID-19 pandemic has significantly affected employees and employers, possibly altering their behavior in relational claims-making. Hence, this paper aims to explore if long-standing gender inequalities in employer-employee exchange relationships have reproduced or changed during the COVID-19 pandemic. It is examined (1) whether women and men differ in their response to the pandemic regarding expected employer support with further training to work from home (WFH) and (2) whether employers’ decisions on adequate support depend on employees’ gender. The hypotheses were tested using a linked employer-employee dataset (LEEP-B3) with information on German employees’ working conditions before and during COVID-19. OLS regression models predicted no gender differences in training expectations. However, women are more likely to be provided with less training than they expect from their employers. Thus, employers’ decision-making has not been altered, but gender remains an important determinant in relational claims-making, thereby reproducing gender inequalities. Finally, the workforces’ pre-COVID-19 gender ideologies predicted whether mechanisms are mitigated or enhanced. Hence, these findings underline the crucial role of the workplace context in which employer-employee exchange relationships are embedded.

Employer Support as a Predictor of Online Master’s Student Retention

Enrollment in master level programs, particularly online, have been increasing nationwide. Students enrolled in online master’s programs tend to be older and more ethnically diverse, and are likely to be balancing work, finances, and family responsibilities with their educational pursuits. These challenges have resulted in higher attrition rates and lower completion rates. This study examined the extent that 1st year retention is predicted by employer support when controlling for demographics, student background, external factors, integration/socialization, and intent to graduate. Development of an online master’s student retention model using logistic regression analysis identified four variables that significantly predict 1st year retention including, employer support, household income, overall satisfaction, and importance of graduating from the institution. Master’s students who received employer support were almost two times more likely to be retained at 1-year. Having students seek these employer benefits may lead to increased graduation rates, higher pay, and job satisfaction.

EXPRESS: He Aronga Takirua: Cultural Double Shifting of Māori Scientists

Can cultural identify be a disadvantage for indigenous employees? Can it lead to critical issues around workload and pressures? This paper explores the role of cultural identity for Māori, the indigenous people of Aotearoa/New Zealand, and the findings are telling. We target Māori scientists, given their limited number but growing legislated sector demands around cultural engagement. A number of studies are conducted. Study one (12 interviews) identified cultural themes of whakawhanaungatanga (relationship management), kawenga (responsibilities), and taumaha (workload). Study two (wave 1 and wave 2) focused on a large cohort of Māori scientists (between 41-60) and themes showed commonality with study one. In addition, further themes emerged were āheinga tangata (human capacity), tikanga (correct practice), hauora (wellbeing) and umanga takaware (career disruption). Ultimately, we classify these pressures as aronga takirua (cultural double-shift) and present a theoretical model for understanding drivers and consequences of this cultural double-shift for Māori scientists. Finally, study two (wave 3) and study three were additional studies to examine job descriptions/contracts and overall, we find limited employer support for adequate engagement in cultural roles. These findings reinforcing the themes from the previous studies. Implications for employers and the sector are discussed.