Workplace Workplace HealthHealth

A Model of A Model of Worklife Worklife

Michael P. Leiter, PhDCOR&D

Acadia University

Centre For Organizational Centre For Organizational Research & DevelopmentResearch & Development

ServicesServices– SurveysSurveys– Research SupportResearch Support– ConsultingConsulting– MeasurementMeasurement

cord@acadiau.cacord@acadiau.ca

TopicsTopics

Model of Workplace HealthModel of Workplace Health– IntrinsicIntrinsic– WellbeingWellbeing– FulfillmentFulfillment

Intervention IssuesIntervention Issues– Recovery cyclesRecovery cycles– Workplace designWorkplace design– CollaborationCollaboration

Relationships with WorkRelationships with Work

BurnoutBurnout

Work EngagementWork Engagement

Burnout and EngagementBurnout and Engagement Psychological Relationships With Psychological Relationships With

Work: MBI, MBI—GS Work: MBI, MBI—GS – Energy Energy – Involvement Involvement – EffectivenessEffectiveness

Continuum: Burnout To EngagementContinuum: Burnout To EngagementEnergy

Involvement

Effectiveness

Burnout

Engage

Relationships with WorkRelationships with Work

Relationship QualitiesRelationship Qualities– Distinct entitiesDistinct entities– Distinct valuesDistinct values– Emotional chargeEmotional charge

DialogueDialogue– ReciprocityReciprocity– ResponsivenessResponsiveness

WellbeingWellbeing

Energy DimensionEnergy Dimension– PhysicalPhysical– MentalMental– EmotionalEmotional

ExhaustionExhaustion– Inherent distressInherent distress– Implications for physical wellbeingImplications for physical wellbeing– Implications for mental wellbeingImplications for mental wellbeing

ConnectionConnection

Involvement DimensionInvolvement Dimension– Focused attentionFocused attention– DedicationDedication– FlowFlow

EnthusiasmEnthusiasm TrustTrust

FulfillmentFulfillment

Efficacy DimensionEfficacy Dimension ConfidenceConfidence CreativityCreativity EntrepreneurshipEntrepreneurship

– Profit initiativesProfit initiatives– Social entrepreneurshipSocial entrepreneurship

CaringCaring LeadingLeading SharingSharing

Self ActualizationSelf Actualization

Relationships with WorkRelationships with WorkHealth v. DistressHealth v. Distress

EnergyEnergy– Wellbeing v. ExhaustionWellbeing v. Exhaustion

InvolvementInvolvement– Connected v. DistanceConnected v. Distance

EfficacyEfficacy– Confidence v. DiscouragedConfidence v. Discouraged

Model of WorklifeModel of Worklife

Six AreasSix Areas

Structured RelationshipsStructured Relationships

ManageableDemands

ControlRewardTeamworkFairness

Energy

Involvement

Efficacy

Quality ServiceEmployee HealthEnthusiasmProgress

Work Environment Burnout/Engagement

Impact

Values

ManageableDemands

ControlRewardTeamworkFairness

Energy

Involvement

Efficacy

Quality ServiceEmployee HealthEnthusiasmProgress

Work Environment Burnout/Engagement

Impact

Values

Areas of WorklifeAreas of Worklife

Central Elements of WorklifeCentral Elements of Worklife Structured RelationshipsStructured Relationships

– Basic role of controlBasic role of control– Integrative role of valuesIntegrative role of values

Burnout/Engagement as MediatorBurnout/Engagement as Mediator– Experience defining outcomesExperience defining outcomes

Self-Sustaining CyclesSelf-Sustaining Cycles

Relationship ElementsRelationship Elements

ReciprocityReciprocity

ResponsivenessResponsiveness

Relationship Problems:Relationship Problems:Workplace Health InitiativesWorkplace Health Initiatives

High Priority: Workplace HealthHigh Priority: Workplace Health– GovernmentGovernment– AdministrationAdministration– Nursing leadersNursing leaders

AssessmentAssessment– Impact of Nursing Policy ReportsImpact of Nursing Policy Reports– Hospital-based nursesHospital-based nurses– Eastern Canada Eastern Canada

PrioritiesPriorities

0

5

10

15

20

25

30

35

40

45

50

Very Low Low Medium High Very High

Rating

N o

f P

arti

cip

ants

Personal

PrioritiesPriorities

0

5

10

15

20

25

30

35

40

45

50

VeryLow

Low Medium High VeryHigh

Rating

N o

f P

arti

cip

ants

PersonalDecision Maker

Change Over Past YearChange Over Past Year

0

10

20

30

40

50

60

70

MuchWorse

Worse NoChange

Better MuchBetter

Rating

N o

f P

arti

cip

ants

Change

Organizational Strategy: Organizational Strategy: Listening and RespondingListening and Responding

Priority GapPriority Gap– Large gap, High exhaustionLarge gap, High exhaustion– Large gap, High cynicismLarge gap, High cynicism

Evaluation of ChangeEvaluation of Change– Exhaustion: Negative correlationExhaustion: Negative correlation– Cynicism: Negative correlationCynicism: Negative correlation– Efficacy: Positive correlationEfficacy: Positive correlation

Organizational Strategy: Organizational Strategy: Listening and RespondingListening and Responding

Priority GapPriority Gap– Large gap, High exhaustionLarge gap, High exhaustion– Large gap, High cynicismLarge gap, High cynicism

Evaluation of ChangeEvaluation of Change– Exhaustion: Negative correlationExhaustion: Negative correlation– Cynicism: Negative correlationCynicism: Negative correlation– Efficacy: Positive correlationEfficacy: Positive correlation

ImplicationsImplications

Evaluation of ChangeEvaluation of Change– Reflecting decision maker priorityReflecting decision maker priority– Reflecting low empowermentReflecting low empowerment

Importance of CommunicationImportance of Communication– Awareness of initiativesAwareness of initiatives– Appreciation of limitationsAppreciation of limitations

Active Participation in InitiativesActive Participation in Initiatives– More positive rating of PrioritiesMore positive rating of Priorities– More positive rating of ChangeMore positive rating of Change

Shared ValuesShared Values– Shared action produces shared valuesShared action produces shared values– Separate groups are cautious about one anotherSeparate groups are cautious about one another

Models of ChangeModels of Change

Context and ContingenciesContext and Contingencies– Design an improved work environmentDesign an improved work environment– Reward positive actionReward positive action

Insight and UnderstandingInsight and Understanding– Educate employees on healthEducate employees on health– Train employees to use programsTrain employees to use programs

Empowerment and ParticipationEmpowerment and Participation– Assess employees’ perceptionsAssess employees’ perceptions– Collaborate on generating solutionsCollaborate on generating solutions

Survey ProcessSurvey Process

CommunicationCommunication

ResponsivenessResponsiveness

Organizational Strategy: Organizational Strategy: Listening and RespondingListening and Responding

Survey ProcessSurvey Process– AssessmentAssessment– InterpretationInterpretation– ActionAction– EvaluationEvaluation

Practitioner Research CollaborationPractitioner Research Collaboration– Practitioner: Important issuePractitioner: Important issue– Researcher: Sharing knowledgeResearcher: Sharing knowledge

Getting AcquaintedGetting Acquainted

Defining issuesDefining issues Gaining perspectivesGaining perspectives

– Management to employeesManagement to employees– Sites, shifts, occupationsSites, shifts, occupations– Internal / externalInternal / external

Understanding objectivesUnderstanding objectives– What is currently measured?What is currently measured?– Where are problems evident?Where are problems evident?– Where are solutions needed?Where are solutions needed?

Step 1: AssessmentStep 1: Assessment FormatsFormats

– InterviewsInterviews– SurveySurvey

ProfilesProfiles– CompanyCompany– DepartmentDepartment– IndividualIndividual

BenchmarkingBenchmarking

Checkup Profile

Energ

y

Invo

lvem

ent

Effecti

vene

ss

Wor

kload

Contro

l

Rewar

d

Comm

unity

Fairne

ss

Values

Chang

e

Super

vision

Comm

unica

tion

Develo

pmen

t

Cohes

ion

Dif

fere

nce

Fro

m N

orm

s

MATCH

MISMATCH

ENGAGEMENT

BURNOUT

POSITIVE

NEGATIVE

Critical

Range

Excellent

Range

Good

Range

Caution

Range

Neutral

Range

Step 2: InterpretationStep 2: Interpretation Collaborative ProCollaborative Problem blem

SolvingSolving Areas of WorklifeAreas of Worklife

– Hot areasHot areas– AccessibleAccessible

TargetsTargets– EnergyEnergy– InvolvementInvolvement– EfficacyEfficacy

GoalsGoals– HealthHealth– ProductivityProductivity

Checkup Profile

Energ

y

Invo

lvem

ent

Effecti

vene

ss

Wor

kload

Contro

l

Rewar

d

Comm

unity

Fairne

ss

Values

Chang

e

Super

vision

Comm

unica

tion

Develo

pmen

t

Cohes

ion

Dif

fere

nce

Fro

m N

orm

s

MATCH

MISMATCH

ENGAGEMENT

BURNOUT

POSITIVE

NEGATIVE

Critical

Range

Excellent

Range

Good

Range

Caution

Range

Neutral

Range

Step 3: ActionStep 3: Action Basic principlesBasic principles

– Person-organization fit Person-organization fit – FlexibilityFlexibility– ResponsivenessResponsiveness

Ways of getting thereWays of getting there– Policy & proceduresPolicy & procedures– CommunicationCommunication– Value translationValue translation– CoachingCoaching

Scope of ActivityScope of Activity– IndividualIndividual– TeamTeam– OrganizationOrganization

Step 4: EvaluationStep 4: Evaluation Follow-up survey Follow-up survey Stakeholder perceptionStakeholder perception

– SerService recipientsvice recipients– Other employeesOther employees

Impact measuresImpact measures– ParticipationParticipation– Health Health indicatorsindicators– Customer satisfactionCustomer satisfaction

ConclusionConclusion

Building Work EngagementBuilding Work Engagement

Worklife can workWorklife can work Interventions Interventions

– Enhancing Areas of WorklifeEnhancing Areas of Worklife– Indirect impact on Indirect impact on

Energy Energy Involvement Involvement EfficacyEfficacy

Downstream ImpactDownstream Impact– Health Health – FulfillmentFulfillment– PerformancePerformance

Building Work EngagementBuilding Work Engagement

Qualities of ManagementQualities of Management– ReciprocityReciprocity– ResponsivenessResponsiveness

Models of ChangeModels of Change– RecoveryRecovery– Workplace DesignWorkplace Design– CollaborationCollaboration