ABSTRACT
Improving fatigue management is critical to the occupational safety of professional drivers. We aimed to identify the factors that facilitated or hindered the implementation of digital sleep coaching in bus companies and to explore bus drivers' experiences with it. Two bus companies implemented coaching for bus drivers. Using a mixed methods design, we collected data through two workshops (n = 30 and n = 27) attended by key personnel from the organisations and through questionnaires to the drivers (n = 30). Implementation was facilitated by, for example, the flexible participation and multichannel information of coaching, and hindered by restrictions on social support due to the COVID-19 pandemic, and lack of interest and inspiring examples. On average, the drivers rated the appropriateness and the feasibility of coaching as good. However, further development could lead to wider dissemination. It would also be important to involve the key people in the organisations and stakeholders more in supporting the implementation.
ABSTRACT
BACKGROUND: Existing research has mostly focused on themes related to returning to or staying at work and studied organizations' operational rather than strategic level actions to support work ability. Top managers' understanding of work ability management (WAM) may influence how work ability support processes are implemented in organizations. OBJECTIVE: To find out how top managers define WAM, what the aims of WAM were and whether the aims were on a strategic level. METHODS: Altogether 28 semi-structured interviews among Finnish social and health care top managers were conducted during the years 2019-2021 and analyzed inductively using qualitative thematic analysis. RESULTS: Top managers' definition of WAM was mainly multidimensional. Two main aims were identified, i.e., to support work ability 1) at the individual and 2) at the organizational level. The aims of the former were to anticipate the decrease of health and functional capacity, to support workers already decrease in these, to develop competence, and to manage the effects of changes on work ability. The aims at the organizational level were to improve labor availability and personnel retention, to ensure the flow of work, and to increase trust and create shared values. Top managers described the aims as being at a strategic level, but this was not yet realized in their organizations because the actions were reactive rather than proactive. CONCLUSION: Top managers' multidimensional perception of WAM, emphasizing proactive actions, and strategic level aims are crucial and require the commitment of the top managers for strategic WAM, especially during constant changes.