A Quantitative Study on Employees' Experiences of a Support Model for Systematic Work Environment Management in Swedish Municipalities.

Today's working life is constantly changing, and work environmental risk factors can alter swiftly. Besides the traditional physical work environment risk factors, somewhat more abstract organizational and social work environment factors also play an ever-increasing role, both in preventing and causing work-related illness. This requires a preventive work environment management that can respond to rapid changes, and where the assessment and remedies rely more on employee participation than on predetermined threshold limits. This study aimed to investigate if the use of a support model (the Stamina model) for workplace improvements could render the same positive effects in quantitative measures that have previously been shown in qualitative studies. Employees from six municipalities used the model for 12 months. They answered a questionnaire at baseline and after six and 12 months, to detect any changes in how they characterized their current work situation and perceived their influence, productivity, short-term recovery, and organizational justice. The results showed that employees felt more influential in work situations related to communication/collaboration and roles/tasks at the follow-up compared to the baseline. These results are consistent with previous qualitative studies. We found no significant changes in the other endpoints. The results strengthen previous conclusions, namely that the Stamina model can be used as part of inclusive, modern, and systematic work environment management.

Transformational Change and Digitalization-The Case of the Swedish Road and Transport Administration.

BACKGROUND: Digitalization is one of the drivers of change in both public and private organizations. It is therefore relevant to understand how a government agency like the Swedish Transport Administration manage and experience change. METHODS: In this qualitative study, interviews (n = 15) with respondents with insight and connection to digitalization and change highlight factors related to digitalization and change-capacity within the agency. RESULTS: The results of the interviews are presented in a thematic analysis. Five themes were identified: Digitalization, management control, stability requirements, organizational culture, and lack of a comprehensive view. The research literature in the field of change creates a fund for a discussion about the Administration's situation regarding digitalization, development, and transformational change. CONCLUSIONS: The results indicate that the Transport Administration still has a long way to travel in terms of organizational readiness for change. To address this issue, the Transport Administration should prioritize the development and implementation of a comprehensive change management strategy including clear communication, active engagement, and participation from all employees, and a focus on building a culture of adaptability and continuous improvement.

Success factors when implementing a structured support model for systematic work environment management in operating departments: A case study from Sweden.

AIM: The study aimed to investigate how departments in a Swedish hospital worked with a structured support model between the sessions and what they identified as success factors. BACKGROUND: To improve the work environment in a Swedish hospital, a structured support model for systematic work environment management was implemented in operating departments. The structured work starts with sending a web-based, open-ended, anonymous questionnaire to all employees. In response, employees describe how they perceive their work environment 'right now'. Next, a session is held where employees' viewpoints are discussed, and areas of improvement are agreed upon. Action plans are created between the sessions, and the employees start working with their plans with support from their managers. Implementing new models takes time and requires efforts from employees and managers. METHOD: A case study was conducted, including three operating departments within a perioperative organization in a university hospital in Sweden. The participating departments had used the model without interruption during the Covid-19 pandemic 2 years after implementation, and they had created a customized working method. Three first-line managers were interviewed, and 22 action plans, 21 workplace meeting notes and two presentations were analysed using thematic analysis. RESULTS: The results are sorted under three main thematic headings: Experience of results and benefits, Marketing and cheering on and Making adjustments and making the model one's own. The results from the action plans and workplace meetings indicated that the employees had discussed problems with cooperation, work organization and how to treat each other. CONCLUSION: Human factors, such as support, encouragement, seeing the benefits, allowing for time and respecting each other can facilitate and contribute to the implementation and success of a new model. IMPLICATIONS FOR NURSING MANAGEMENT: The main finding of the study indicates that with a structured way of working, and with the participation of the employees in the systematic work environment work, the employees contributed with constructive suggestions for improvement. This, in turn, contributed to reducing the workload for first-line managers. In addition, when working with a structured model, deficiencies in the workplace were identified, which triggered an improvement process in the participating hospital departments.

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.

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.

Development Work in Healthcare: What Supportive and Deterrent Factors Do Employees Working in a Hospital Department Experience in an Improved Work Environment?

Work-related mental health issues, accounting for high worker absenteeism in the world's developed economies, are increasing, with the main cause being workplace conditions. The health services sector is especially experiencing great problems with this, because of challenging psychosocial working conditions. The aim of this study was to explore employees' experiences of development work with a focus on the work environment within a hospital department with an outspoken special development assignment. The special assignment was decided by the highest management at the hospital and concerned work environment, caring processes, and ways of organizing the work. Eleven employees completed two individually semi-structured interviews, approximately 7 and 13 months after the start of the special assignment at the department. Interviews were analyzed using thematic analysis. The results reveal that both internal and external aspects influence the development work and highlight the importance of viewing the local development work in relation to how the rest of the organization functions. Important factors and conditions for a supportive and change-friendly work culture are discussed, as well as the need to plan for integration and change to create conditions for successful implementation of the results from organizational development and change initiatives.

Can the Human Resources Index (HRI) Be Used as a Process Feedback Measurement in a Structured Support Model for Systematic Work Environment Management?

The aim of the study was to estimate the level of the human resources index (HRI) measure among Swedish municipal employees, and to investigate the association between human resources index (HRI) and relational justice, short-term recovery, work environment-related production loss, and health-related production loss. A cross-sectional design was used with one sample of municipal employees (n = 6402). The results showed a positive association (r = 0.31) between human resources index (HRI) and relational justice; a positive (r = 0.27) association between HRI and short-term recovery; a negative association between HRI and work environment-related production loss (r = -0.37); and a negative association between HRI and health-related production loss (r = -0.23). The findings implicate that HRI captures important aspects of the work environment such as productivity, relational justice, and short-term recovery. The HRI measure is part of a support model used in workplaces to systematically address work environment-related issues. Monitoring changes in the HRI measure, it is possible to determine whether the measures taken effect production loss, perceived leadership, and short-term recovery in a work group. The support model using HRI may thus be used to complement traditional work environment surveys conducted in Swedish organizations as obliged by legal provisions.

Implementing New Working Practices Through a Structured Support Model for Systematic Work Environment Management: A Qualitative Study From Swedish Municipalities.

OBJECTIVE: To describe factors that facilitate and hinder implementation of a structured support model focusing on psychosocial work environment in Swedish municipalities. METHODS: This qualitative study was conducted in six Swedish municipalities. In total, 63 semi-structured interviews and focus groups were conducted with key stakeholders in the municipalities during a 2-year period. The consolidated framework for implementation research (CFIR) was used for data analysis. RESULTS: Findings suggest that the support model needs to have an easy enough structure to understand and use, and it must be immediately applicable for work groups and employees. An important factor for facilitating implementation was the support from first-line managers and upper management. CONCLUSIONS: Upper management need to be committed to the model and communicate clearly to lower levels of the implementing organization on the purpose and objectives of the model.

First-Line Managers' Experiences of Working with a Structured Support Model for Systematic Work Environment Management.

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!

A Mixed-Method Study of Providing and Implementing a Support Model Focusing on Systematic Work Environment Management.

AIMS: To explore how a support model (Stamina) targeting the systematic work environment management was experienced, provided and implemented in Swedish municipalities. METHODS: A mixed method approach was applied, including material from interviews and questionnaire. The questionnaire was answered by 123 persons (67.5%), and 18 participants were interviewed twice during a one year period. Data were analysed using descriptive statistics and qualitative content analysis. RESULTS: The participants followed the structure of the Stamina model in their practical work. Still, there was variation in the practical provision of the model. The implementation was supported by their organizations and was influenced by various actors. Creating commitment was an essential part to facilitate implementation. CONCLUSION: To promote implementation of the Stamina model, there is a need to create commitment among stakeholders that will participate in the implementation.

A Qualitative Study on Employees' Experiences of a Support model for Systematic Work Environment Management.

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.