Developing

Developing

Early intervention, joint responsibility

Well-being at work – a happy affair?

Individual and work community points of view

Well-being at work: factors increasing and decreasing well-being in care work

Pertti Laine3/2008

The Quality of Substitute CareThe Quality of Substitute Care

Satisfaction – productivity – worsening of work life

Tukkk, Porin yksikköTukkk, Porin yksikkö

Everybody benefits....

National economy by better productivity, employment rate and a sustainable social security system

Employers by better productivity and lesser costs

Work communities and superiors by more harmonious work communities and better committed employees

Individuals by better health and happiness and work as a balance for personal life

Why is it then that not everyone is eager to work for the same goal or try and go the easy way...?

Well-being at work – a happy affair?

Pertti Laine3/2008

Why is it then that not everyone is eager to work for the same goal or try and go the easy way...?

Well-being at work is related to the fundamental basics of work life:work load, factors concerning the contents and meaningfulness of work, work environment and leadership – the challenge may easily seem too big.It is easier to arrange Nordic walking activities.

Work life is after all steered following the logic of fast gains: the above mentioned fundamentals require time as well as investments

It is possible yet very difficult to produce permanent lifestyle changes on an individual level – cf. challenges for the public health (cigarettes, alcohol, fat, physical exercise)

We don’t know how and can’t be bothered to perform long-term developmental processes. Projects come and go and are never finished… Lack of time dominates all development

Pertti Laine3/2008

What does well-being at work mean?

What do you think when you hear the words ”well-being at work”?


Pertti Laine3/2008


Usually people think of well-being at work as an emotional state...

”Well-being at work is being happy about coming to work in the morning”

” Well-being at work is being able to succeed and be proud of one’s work”

” Well-being at work is ever facing new challenges and having the chance to learn new things.”

” Well-being at work is a feeling of making a difference and having the respect of others”

(Lähde: Otala & Ahonen 2003)

Pertti Laine3/2008

Usually people think of well-being at work as an emotional state...

”... that you don’t check the time every five minutes to see when this torture is going to end... but there being something... You don’t have to love your job but you’ve got to enjoy it enough to be able to be there...”

(chief shop steward, process industry)

”... that you’re not upset about going to work.... You shouldn’t spend your day waiting for the clock to hit two so you can get out of there... It shouldn’t be about waiting to get home... just so you like it enough to hang in there...”

(safety representative, process industry)

Pertti Laine3/2008


Pertti Laine3/2008

Well-being <–> Happiness

”A happy human being”, consider the following:

Which are the most important happiness factors in Finland (EVA report 2005 / Nars 2006)

A human being has an eudaimonistic urge to be happy.This urge steers our choices either consciously or unconsciously.

Which are the most important happiness factors for you /your group?

Pertti Laine3/2008

1. Family life, good family relationships

2. Good health

3. Good friendships and relationships in general

4. Love: to love and to feel loved

5. Safe minimum income

6. Interesting work, pleasant work place

7. Permanent, safe work place

8. Relationship with nature, enjoying nature

9. Learning and experiencing new things, self-improvement

10. Leisure, interesting hobbies

11. Good income, wealth, high standard of living

12. Spirituality, relationship with God

13. Good status, social respect

14. Social participation, a chance to influence

1 2 3 4

The most important happiness factors in Finland(EVA report 2005 / Nars 2006) 1 2 3 4

Groups

Well-being <–> Job satisfaction

Organisational atmosphere

• changes rapidly• a reaction to a dominant situation

• changes rapidly• a reaction to a dominant situation

Atmosphere studies:

• in 2006 a work atmosphere inquiry had been made at 70 % of work places (56 % in 2003)

• a development project at 58 % of work places (44 %)

• The most active inquirers: finance (94 %) and public administration (84 %)

• Big work places more often than small ones

Atmosphere studies:

• in 2006 a work atmosphere inquiry had been made at 70 % of work places (56 % in 2003)

• a development project at 58 % of work places (44 %)

• The most active inquirers: finance (94 %) and public administration (84 %)

• Big work places more often than small ones

Job satisfaction

Consider the following:• Do you know the satisfaction rate at your work place?• How is satisfaction measured / monitored at your work place?• What are the consequences of measuring?

Consider the following:• Do you know the satisfaction rate at your work place?• How is satisfaction measured / monitored at your work place?• What are the consequences of measuring?

Pertti Laine3/2008

Some observations on organisations and atmosphere (Työ ja terveys report 2006)

Changes at work place: 46 %

Clear objectives 72 % - only 4 % quite seldom or never;enough discussion on objectives 78 %

Adequate flow of information 71 % (no change)

Good relationships between fellow employees 81 % (no change)

Help and support from superiors 57 %; managerial interest in employees’ health about 50 %

Unconstrained and pleasant atmosphere 83 % - tense and strained 15 %,improved situation from 1997 to 2006

Mental violence 3 % of men and 6 % of women

Satisfied with their work 80 % - 5 % unsatisfiedPertti Laine3/2008

Well-being <–> Job satisfaction

Worsening of work life – lack of time?

According to work condition studies (1977-2003) the best description of change during the past 25 years is increase in pressure at work and the lack of time

According to work condition studies (1977-2003) the best description of change during the past 25 years is increase in pressure at work and the lack of time

Alasoini (Tykes): the psychological work agreement is breaking down Alasoini (Tykes): the psychological work agreement is breaking down

The inconvenience brought about by the lack of time has continued to increase in social and health care occupations and the municipal sector in general

The inconvenience brought about by the lack of time has continued to increase in social and health care occupations and the municipal sector in general

Change has differentiated: in 1970’s industrial work was the most rushed – in 2000’s it’s the health care workChange has differentiated: in 1970’s industrial work was the most rushed – in 2000’s it’s the health care work

The increased lack of time is not a purely Finnish phenomenon – there is increase in the whole of EU. Finland is the second most rushed country in the EU. In the whole of EU the most rushed field is the hotel and catering industry

The increased lack of time is not a purely Finnish phenomenon – there is increase in the whole of EU. Finland is the second most rushed country in the EU. In the whole of EU the most rushed field is the hotel and catering industry

Pertti Laine3/2008

Worsening of work life – lack of time?

Question 15 (QPS). Do you have too many work tasks ?

12,5 %

3,2 %

7,1 %

45,0 %

0,0 %

5,0 %

10,0 %

15,0 %

20,0 %

25,0 %

30,0 %

35,0 %

40,0 %

45,0 %

50,0 %

1

Quite often / very often or always

Industry 1

Industry 2

Industry 3

Social work for the elderly

The experience of the amount of work in various industries and social work for the elderly

Pertti Laine3/2008

Worsening of work life?

Illness – health and ability to work – disability to work are very much empirical and subjective

38 per cent of employees suffer from some chronic illness

Healthy

Ill

Unfit for work Fit for work

No medicationbut examining

the reasons

Maintainingthe ability to work

Treatment andrehabilitation

Motivation,accommodating

measures

Pertti Laine3/2008

Worsening of work life?Work exhaustionWork exhaustion

In 2001, 25 % of employees suffered from mild work exhaustionIn 2001, 25 % of employees suffered from mild work exhaustion

The sick absenses of those with major exhaustion may becomelong: on average 64 work days for men and 50 for womenThe sick absenses of those with major exhaustion may becomelong: on average 64 work days for men and 50 for women

Work exhaustion is often related to physical and mental illnesses,for instance 50 % are depressive, 47 % have a musculoskeletal disorder, 28 % have a cardiovascular disease

Work exhaustion is often related to physical and mental illnesses,for instance 50 % are depressive, 47 % have a musculoskeletal disorder, 28 % have a cardiovascular disease

Signs of work exhaustion include extensive exhaustive fatigue, a newly cynical attitude towards work and a lowered sense of professional achievement

Signs of work exhaustion include extensive exhaustive fatigue, a newly cynical attitude towards work and a lowered sense of professional achievement

(Source: researcher Kirsi Ahola, TTL)(Source: researcher Kirsi Ahola, TTL)

Tukkk, Porin yksikköTukkk, Porin yksikköPertti Laine3/2008

Development strategies

Development of work, objectives

and settings and adjusting them

to individual resources

A developingstrategy

An adjustivestrategy

development of well-being

at work

Supporting the physical and mental

coping of individuals

Both are developed simultaneously

Both are developed simultaneously

A comprehensivestrategy

A comprehensivestrategy

Pertti Laine3/2008

Työhyvinvointi on iloinen asia...?

Pertti Laine26.04.2007

Individual point of view

Yourwell-being

1

Task 1.

Estimate the state of your work contents and work load. Answer a few questions.


Mapping your state

Meaningfulness of work and chances of influence1. Do you find your work meaningful

2. Can you influence issues related to your work: work contents, pace of work, pauses, etc.

very seldom or never

quiteseldom

some-times

quiteoften

very pften or always

1 2 3 4 5

1 2 3 4 5

Work load and control of work1. Do you have too many tasks at work2. Are your tasks too difficult

1 2 3 4 5

1 2 3 4 5

Your ways of life and life managementOn a scale of 1 to 10 (10 = best possible situation), estimate how well you manage the following areas of life

- healthy eating habits

- physical exercise

- weight control

- sufficient rest and sleep

- integration of work and family life

1-10 How do you feel about the comprehensive situation of your copingand well-being at work? Scale it from1 to10 (10 being the best possible)

Your estimate:

Approximately how many hours per week do you work(include overtime and work you do at home)

HoursPertti Laine3/2008

Do you have a chance

to influence?1 2 3 4

1

2

3

4

Meaningfulness of work?

Very seldom or never

Very often or always

Very often or always5

5


(2,8)

(4,1)

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1 2 3 4

1

2

3

4

Too muchwork

Too difficult tasks?

Very seldomor never

Very often or always

Very oftenor always

5

5

(3,34)

(1,85)

Pertti Laine3/2008


High meaningfulness of work

Low meaningfulness of work

Little chanceto influence

Great chanceto influence

Eg. nursing and caring

Eg. somefunctionaries

Eg. process andproduction line work

Eg. certainservice work

Work contentsYourwell-being

1

Pertti Laine3/2008



Little control of work

Great control of work

Small amountof work

Great amount of work

Heavyload

Mediumload

Mediumload

Small / under-load

Factors affecting work loadYourwell-being

1

Cf. stress theory: there is too much work or work-related stimuli are too difficultPertti Laine

3/2008


Individual point of view: developing care work

Yourwell-being

1

Challenges in nursing and caring: how do you develop well-being at work in these situations?

High meaningfulness of work

Littlechance ofinfluence

Great chance of influence/ heavy work

load

Moderating the amount of work, resourcing – developing control of work competencyManaging your own well-being work: no one else knows how heavy your work load feels to you – ultimately you are responsible for your own health

Development of leadership

Development of work (modes, division of work, methods) and work context (work shifts, physical environment, relationships at work)

Heavy load(rush)

Meaningful /monotonous

work

Great control of work

Pertti Laine3/2008


Individual point of view: personally liable development

Subscales of screen testing

• Work vision• Sleep• Nutrition• Weight control• Physical fitness• Life management,

stress and load

Developing an individual’s ways of life: diagnosis as starting pointDeveloping an individual’s ways of life: diagnosis as starting point

Pertti Laine3/2008


Individual point of viewIndividual report on ways of life

Work visionWork vision BoundariesBoundaries Target’s scoreTarget’s score

Target *does not* want further examination related to this subscaleTarget *does not* want further examination related to this subscaleYou have not been identified with problems or disorders causing significant risks within this subscale and therefore further examinations are not necessary. However it is possible to choose further examinationsto receive more detailed information on the subscale.

You have not been identified with problems or disorders causing significant risks within this subscale and therefore further examinations are not necessary. However it is possible to choose further examinationsto receive more detailed information on the subscale.

SleepSleep BoundariesBoundaries Target’s scoreTarget’s score

Target would like to engage in further examinations related to this subscaleTarget would like to engage in further examinations related to this subscaleYou have been identified within this subscale with such problems of which the causes should be clarified by further examinations in order to avoid more severe problems.You have been identified within this subscale with such problems of which the causes should be clarified by further examinations in order to avoid more severe problems.

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Individual point of viewOrganisational report

Pertti Laine3/2008

Life management, stress and loadLife management, stress and load

Physical fitnessPhysical fitness

Weight controlWeight control

NutritionNutrition

Work visionWork vision

SleepSleep

Subscales of screen testingSubscales of screen testing


Individual point of view: developing ways of life Have you thought of taking up healthier ways of life in some area (eg. exercise, weight control, healthier nutrition, quittingsmoking, cutting down on alcohol, moderating the amount of work, increasing the amount of sleep and rest?)

What kind of change have you thought of? ____________________________________________________________________________________________________________________________________________________________________

Can you identify at which phase of change you are at the moment?

PreconsiderationYou cannot see the problem or need for development yourself. Those close to you or other people see that you shouldchange your life and bring it up sometimes. You feel awkward about it and try to avoid the discussion.

ConsiderationYou want to get rid of your present ways of life and plan to change your ways of life in the future.You understand the importance and significance of change, but are not ready to commit to the change.

PreparationYou have decided to start the change ”next month”. You have told other people about it and thus made it public (at least to your closest). However, you are not sure whether you can stick to your decision and complete the change.

ActionYou have started the change and have been able to maintain the process for some time. You still have a feeling youwill need support and there is a chance you may not make it.

MaintenanceYou have been able to maintain the process for at least half a year. You no longer feel dependent on outside support(close people, group, professional support etc.). Your self-confidence regarding a successful change has grown.

CompletionYou have been able to maintain a new way of life for a long time (1 to 5 years) and the change has become a part of your normal way of life. You no longer feel tempted to return to your old behaviour and pressure or sudden changes in your life will not make you return to your old ways. You are content about your success.

1)Source: Prochaska et al 1994,

Pertti Laine3/2008

= Development of working life or quality of working life with a focus on well-being at work

Your well-being – the well-being of the work community

Well-being at work

Your state of healthYour living habits

Insecurities about career andwork (contingent work, certainty of employment,change agents regarding yourposition)

Situation of life in general (family, close relations, livelihood, etc.)

Your personality and characteristics

Work-related issues (contentof work, work load, skills, etc.)

Issues related to work community (relationships atwork, the spirit at work, etc.)

Issues related to leadership(the superior’s style ofleadership, support, rewards)

Issues related to work environment(noise, temperature, quality of air,ergonomics, surroundings, etc.) A subjective and

comprehensivestate of emotion

+/-+/- +/-+/-

+/-+/-

+/-+/-

+/-+/-

+/-+/-

+/-+/-

+/-+/-+/-+/-These factors may both

decrease and increase well-being

These factors may both decrease and increase well-being

Pertti Laine3/2008


Task 2.

Evaluate the state of your work community usingthe evaluation scheme. Justify your opinions:which are the greatest well-being challengesat your work?

Well-being ofwork community

2

Pertti Laine3/2008

Your well-being – the well-being of the work community

Comprehensive mapping of well-being at work: organisation’s situation

First evaluate the comprehensive situation of well-being at work at your organisation: grade it on a scale from 0 to 10 (0 = very bad... 10 = the best imaginable)

Then arrange the factors mentioned from 1 to 8 according to how much this factor decreases well-being at your work place (the factor placed on the first place decreases the most, etc.)

Specify your evaluation by giving examples of the three factors that most decrease the well-being and answer further questions about the state of management and follow-up of the mentioned factors

The fundamental question: how aware are we of the state of well-beingin our organisation and how well are various factors managed?

1)

1)In case there isn’t enough information, the methods of evaluation should be improved.In case there isn’t enough management, new ways of management should be innovated.

Pertti Laine3/2008

Pertti Laine3/2008

Well-being at work

Health and living habits

Insecurities about work(threat of dismissal, contingent work, change etc.)

Integration of work and personal life: a working culturethat supports comprehensive well-being

Work-related issues: content of work and work load,new challenges

Issues related to work community: interaction and relationships

Issues related to leadership and employer policies, rewarding, motivation, etc.

Issues related to work environment

12

3

4

5

6

7

Present

8Other issue, specify:

Organisation:

Comprehensive mapping of well-being at work: organisation’s situation

Comprehensive mapping of well-being at work: report form: practical examples of the three factors that most decrease well-being

1

2

3

Factor no.

Factor no.

Factor no.

Form 1b

Health and living habits. Description of factors: Questions to discuss:

Integration of work and personal life. Description of factors:Questions to discuss:

Insecurities about work. Description of factors: Questions to discuss::

• Do we use a reporting and follow-up system on health? (Of what quality?) • How well do this system and dialogue with management work?• Are the staff offered support on their living habits? (What kind?)• How is occupational health care organised and are resources adequate?

• What is our work culture like: do people constantly work over hours?• What is our discussion culture like: can the integration of work and personal life be discussed; can one safely discuss with superiors about coping at work? Do we actively find out about how people feel about retiring, for instance?

• How secure do people feel about the continuity of work; are there on-going re-organisational processes?• How were past changes experienced: what kind of personnel policy was adopted (dismissals, benefit packages, etc.)?

Pertti Laine3/2008


4

5

6

Factor no.

Factorno.

Factor no.

Work-related issues: work load, contents, settings, learning. Description of factors : Questions to discuss:

Issues related to work community. Description of factors : Questions to discuss:

Issues related to leadership and employer policies. Description of factors : Questions to discuss:

• Are we aware of people’s expections / experiences regarding work (work load, work contents, new challenges)• How about expections / experiences regarding work settings (working hours, shift work, chance of influence; telework)? How have we prepared for the demands of competency transfer?

• Are we aware of the spirit and social state of the work place? (Monitoring?)• How do we support and promote good atmosphere and collaboration?

• Are we aware of the state of leadership at the work places? (Monitoring?) How do we support and promote good leadership?• Which tools are available to our superiors for the management of well-being at work and competency?• How well do reward systems work and are people satisfied with them?• How do we support the superiors’ coping at work?

Pertti Laine3/2008


7

8

Factor no.

Otherfactors

Issues related to work environment. Description of factors: Questions to discuss:

Description of factors: Questions to discuss:

• What are the states of our occupational safety tasks and the monitoring and development of our accident prevention? Are the occupational health resources adequate for developing the work environment?• How does the occupational safety and health promotion collaboration work (occupational safety committees etc.)

• What other factors decreasing well-being at work do you identify and well are they managed?

Pertti Laine3/2008

Työhyvinvointi on iloinen asia...?Problems concerning working capacity and their treatment

Problems concerning healthProblems concerning health Problems concerning workProblems concerning workProblems concerning work community

Problems concerning work community

Problems concerning life situation

Problems concerning life situation

Medical educationMedical education

AslakTYKAslakTYK

Examinations,treatment- healing care- symptomatic treatment- support

Examinations,treatment- healing care- symptomatic treatment- support

Is there threatof incapacityof work

Is there threatof incapacityof work

Can the threat be lessened throughvocationaleducation

Can the threat be lessened throughvocationaleducation

Conflict between work and capacity

Conflict between work and capacity

Measures at workplace, work arrangements-temporary- permanent- ergonomics- tools- environment

Measures at workplace, work arrangements-temporary- permanent- ergonomics- tools- environment

Flawed skills,wrong assignment /career choice

Flawed skills,wrong assignment /career choice

EducationCareer planningJob rotationtask exchange

EducationCareer planningJob rotationtask exchange

Mapping the state of the work community

Mapping the state of the work community

Developing work community

Developing work community

Supportive discussionsSupportive discussions

Guidance to counsellingGuidance to counselling

Employmentpensionrehabilitation

Employmentpensionrehabilitation

Vocational educationReplacement- same employer / elsewhereRetraining

Vocational educationReplacement- same employer / elsewhereRetraining

(Source: medical expert MariAntti-Poika, Eläkeyhtiö Varma)(Source: medical expert MariAntti-Poika, Eläkeyhtiö Varma)Pertti Laine

3/2008

Työhyvinvointi on iloinen asia...?Managing well-being at work

Occupational safetyetc.

Occupational safetyetc.

- working capacity activitites- early support models- occupational health care

- working capacity activitites- early support models- occupational health care

Supervisor performance development

Supervisor performance development

Work community development

Work community development

Developing employee policy and strategy, rewarding

Developing employee policy and strategy, rewarding

Anticipation and personnel planningAnticipation and

personnel planning

Education, competency development

Education, competency development

Diagnoses andmeasuring

developing the contentsand methods of work,

inclusion

developing the contentsand methods of work,

inclusion

Small scale improvements

Radical innovations:Innovation workshop

Small scale improvements

Radical innovations:Innovation workshop

Management system(large organisations)

Management system(large organisations)

Tukkk servicesTukkk servicesPertti Laine3/2008

Pertti Laine3/2008

Työhyvinvointi on iloinen asia...?Active early intervention

Parties in well-being at work:Parties in well-being at work:

IndividualIndividual

SuperiorSuperior

ColleaguesColleagues

Occupationalhealth care

Occupationalhealth care Occupational safety,

elected officals organisation

Occupational safety,elected officals organisation

Human resources unit

Human resources unit


The employee has trouble committing to work hoursThe employee has trouble committing to work hours

The employee’s behaviour shows signs of alcohol or drug abuseThe employee’s behaviour shows signs of alcohol or drug abuse

The employee’s working capacity is not at par with work requirements or a decline in working capacity is noticed, eg. behavioural or attentiveness problemsThe employee’s working capacity is not at par with work requirements or a decline in working capacity is noticed, eg. behavioural or attentiveness problems

The employee has conflicts with one or more colleagues or conflicts at work constrain the energy people need at workThe employee has conflicts with one or more colleagues or conflicts at work constrain the energy people need at work

Someone feels harassed or discriminated at workSomeone feels harassed or discriminated at work

The quality, efficiency, or flow of work are becoming weakerThe quality, efficiency, or flow of work are becoming weaker

A clear change is noticed in a person’s work behaviourA clear change is noticed in a person’s work behaviour

The employee’s productivity or quality of work has begun to declineThe employee’s productivity or quality of work has begun to decline

Colleagues are worried or complain about the employeeColleagues are worried or complain about the employee

When to intervene...When to intervene...

Pertti Laine3/2008


”Active early intervention is caring about a person.An employee has the right to choose and refuse, if they do not want to be looked after. In this case one should respect the individual’s decision and their individual choice. In any case they have been given a chance to receive help and shown that they are respected as an employee.”

”Active early intervention is caring about a person.An employee has the right to choose and refuse, if they do not want to be looked after. In this case one should respect the individual’s decision and their individual choice. In any case they have been given a chance to receive help and shown that they are respected as an employee.”

Worth considering: why do we not intervene even though we know it would also benefit the individual?Worth considering: why do we not intervene even though we know it would also benefit the individual?

Pertti Laine3/2008

Työhyvinvointi on iloinen asia...?Joint responsibility for well-being

Development process, project

Managerial company responsibility

Superior’sleadership

responsibility

Work community’s

joint responsibility

Individual’sresponsibility

Developing well-being at work is such a challenging issue that it requires a development approach with joint responsibility and commitment from each party.

Apart from joint responsibility and joint commitment the following partial responsibilities can be identified:

• managerial company responsibility or responsibilty for well-being at work as a contributor for the company’s long-term success• superior’s practical leadership responsibility and attending to the well-being point of view• work community’s joint responsibility for the well-being of its’ members• individual’s responsibilty of their well-being; management of one’s own well-being

Pertti Laine3/2008


Developing well-being at work

Joint responsibility... comprehensive

developmental measures... individual’s own responsibility

Pertti Laine3/2008

Developing

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