Workplace Health A Model of Worklife
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Workplace Workplace HealthHealth
A Model of A Model of Worklife Worklife
Michael P. Leiter, PhDCOR&D
Acadia University
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Centre For Organizational Centre For Organizational Research & DevelopmentResearch & Development
ServicesServices– SurveysSurveys– Research SupportResearch Support– ConsultingConsulting– MeasurementMeasurement
[email protected]@acadiau.ca
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TopicsTopics
Model of Workplace HealthModel of Workplace Health– IntrinsicIntrinsic– WellbeingWellbeing– FulfillmentFulfillment
Intervention IssuesIntervention Issues– Recovery cyclesRecovery cycles– Workplace designWorkplace design– CollaborationCollaboration
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Relationships with WorkRelationships with Work
BurnoutBurnout
Work EngagementWork Engagement
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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
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Relationships with WorkRelationships with Work
Relationship QualitiesRelationship Qualities– Distinct entitiesDistinct entities– Distinct valuesDistinct values– Emotional chargeEmotional charge
DialogueDialogue– ReciprocityReciprocity– ResponsivenessResponsiveness
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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
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ConnectionConnection
Involvement DimensionInvolvement Dimension– Focused attentionFocused attention– DedicationDedication– FlowFlow
EnthusiasmEnthusiasm TrustTrust
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FulfillmentFulfillment
Efficacy DimensionEfficacy Dimension ConfidenceConfidence CreativityCreativity EntrepreneurshipEntrepreneurship
– Profit initiativesProfit initiatives– Social entrepreneurshipSocial entrepreneurship
CaringCaring LeadingLeading SharingSharing
Self ActualizationSelf Actualization
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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
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Model of WorklifeModel of Worklife
Six AreasSix Areas
Structured RelationshipsStructured Relationships
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ManageableDemands
ControlRewardTeamworkFairness
Energy
Involvement
Efficacy
Quality ServiceEmployee HealthEnthusiasmProgress
Work Environment Burnout/Engagement
Impact
Values
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ManageableDemands
ControlRewardTeamworkFairness
Energy
Involvement
Efficacy
Quality ServiceEmployee HealthEnthusiasmProgress
Work Environment Burnout/Engagement
Impact
Values
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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
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Relationship ElementsRelationship Elements
ReciprocityReciprocity
ResponsivenessResponsiveness
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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
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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
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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
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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
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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
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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
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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
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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
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Survey ProcessSurvey Process
CommunicationCommunication
ResponsivenessResponsiveness
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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
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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?
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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
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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
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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
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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
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ConclusionConclusion
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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
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Building Work EngagementBuilding Work Engagement
Qualities of ManagementQualities of Management– ReciprocityReciprocity– ResponsivenessResponsiveness
Models of ChangeModels of Change– RecoveryRecovery– Workplace DesignWorkplace Design– CollaborationCollaboration
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