Healthy workplace practices and employee outcomes.

The current study explored the relationship between employee satisfaction with different workplace practices (i.e., employee involvement, growth and development, work-life balance, recognition, health, and safety) and employee outcomes (i.e., organizational commitment, emotional exhaustion, mental well-being, and turnover intentions). A total of 152 university faculty and staff completed a web-survey. Overall, regression results indicated that satisfaction with healthy workplace practices was predictive of employee outcomes. In addition, satisfaction with employee involvement practices played a central role in predicting employee outcomes, whereas satisfaction with the other healthy workplace practices was somewhat less influential. Overall, our results suggest that organizations may increase some of the benefits of different healthy workplace programs for employees if they rely on employee involvement in program development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements.

This review synthesizes much of the previous research since 1990 linking healthy workplace practices in organizations to employee well-being and organizational improvements. Based on the review, both a direct and an indirect link between healthy workplace practices and organizational improvements are proposed. Five general categories of healthy workplace practices were identified in the literature: work-life balance, employee growth and development, health and safety, recognition, and employee involvement. Previous research also suggests that the link between these practices and employee and organizational outcomes is contingent on the effectiveness of communication within the organization and the alignment of workplace practices with the organizational context. Finally, a discussion of some limitations of previous research and recommendations for future work in the area of healthy workplace practices are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Building Healthy Workplaces: Where We Need to Be.

Many organizations are struggling to define a "healthy" workplace, to assess both the "healthy" and "unhealthy" aspects of their own environment, and to implement initiatives to improve the quality of their work and workplace. There is a huge body of literature documenting the direct and indirect costs of work stress. Research conducted primarily since the 1960s has identified the principal characteristics of jobs that affect well-being. There is a clear parallel between the literature addressing job design as a means of increasing motivation and organizational effectiveness and job design as a means of improving individual well-being. These observations and the supporting literature suggest three principal foundation blocks for a national strategy to address issues of work and mental health. We advocate a focus on the assessment of leading indicators of mental and physical health in the workplace. On the issue of job stress, the organizational research suggests a dual focus, not only on these types of stress management intervention, but also on changing the job stressors through activities such as job design and leadership training. Third, implementation of these first two points requires education and training at two levels: in the workplace and among mental-health professionals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

La constitution d’un milieu de travail sain: Où nous devons être.

Many organizations are struggling to define a "healthy" workplace, to assess both the "healthy" and "unhealthy" aspects of their own environment, and to implement initiatives to improve the quality of their work and workplace. There is a huge body of literature documenting the direct and indirect costs of work stress. Research conducted primarily since the 1960s has identified the principal characteristics of jobs that affect well-being. There is a clear parallel between the literature addressing job design as a means of increasing motivation and organizational effectiveness and job design as a means of improving individual well-being. These observations and the supporting literature suggest three principal foundation blocks for a national strategy to address issues of work and mental health. We advocate a focus on the assessment of leading indicators of mental and physical health in the workplace. On the issue of job stress, the organizational research suggests a dual focus, not only on these types of stress management intervention, but also on changing the job stressors through activities such as job design and leadership training. Third, implementation of these first two points requires education and training at two levels: in the workplace and among mental-health professionals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Occupational role stress in the Canadian forces: Its association with individual and organizational well-being.

Studies on workplace stress have been conducted in various occupational environments. However, published reports exploring occupational stress in the military are rare. This study examines occupational stress in the Canadian Forces within the framework of social role theory and its relation to employee health, job satisfaction, and organizational commitment. Ss were 1,068 Regular Forces military members who completed a survey questionnaire. Of interest were the psychological resources (e.g., individual coping skills, workplace leadership, and perceived organizational support) that have the potential to alter the perception of work stress and/or alleviate its association with individual and organizational outcomes. Regression analyses indicated a negative association between occupational role stress and both individual (strain) and organizational (job satisfaction and organizational commitment) well-being. No moderating effects were found for coping strategies, workplace leadership, or perceived organizational support, although these factors had direct relationships with both individual and organizational well-being The results are discussed in terms of the potential of organizational resources and role stress to cascade across organizational levels. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Investigating Hospital Administrators' Experience of Workplace Mistreatment.

This study examines the nature and impact of workplace mistreatment, excluding sexual harassment and physical contact, experienced by administrators of a hospital. Factor analyses show that mistreatment behaviours are reflected by three dimensions: verbal abuse, work obstruction, and emotional neglect. Verbal abuse is regarded as an interpersonal form of mistreatment whereas obstruction and neglect are considered as organizational forms. Administrators reported having experienced organizational mistreatment more frequently than interpersonal mistreatment. We then examined relationships among mistreatment, context support, employee psychological well-being, organizational commitment, work satisfaction, and intent to leave. As predicted, supportive work environments mediate between workplace mistreatment and well-being, commitment and work satisfaction but, surprisingly, not the intention to leave the organization. Implications for healthier and more productive workplaces for hospital administrators are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Development of a Framework for a Comprehensive Approach to Stress Management Interventions at Work.

This overview shows that organizations adopt a variety of programs to prevent and manage stress at various levels of the organization. Programs vary widely in their objectives, structure, and target groups, and there is some skepticism regarding the practicality of using off-the-peg programs that have been developed without considering specific organizational requirements. Organizational policies to sustain and develop employee health and well-being must involve the development of strategies that comprehensively address health and safety issues. These strategies should comprise plans to prevent and manage stress, support individual and organizational needs, and be continually evaluated and reviewed. A framework is presented for developing a comprehensive approach to stress prevention and management in the workplace, encompassing the identification, implementation, and evaluation of bespoke intervention programs. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Initial assessment and intervention strategies to reduce workplace violence

Homicide is now the cause of 12 percent of deaths in the workplace, and workplace violence by disgruntled employees or former employees continues to increase. The family physician may be the first or only professional to examine such persons before an act of violence occurs. The assessment of a potentially violent employee includes evaluating for threats, a history of violence, paramilitary interests, access to weapons, paranoia, substance abuse and a sense of having no future or no alternative to violence. A shame-rage cycle that may include a sense of evernarrowing options often precedes the violent act and may reveal warning signs that represent potential opportunities for intervention before the act is committed. Initial interventions include ensuring the immediate safety of potential victims, initiating measures to reduce acute shame and rage in the person at risk and facilitating an effective referral. Preventive strategies at the organizational level include preemployment screening, explicit nonharassment policies, employee counseling, physical security measures and the establishment of an organizational clearinghouse for reporting and assessing threatening behaviors.     

Designing an incentive based health promotion program

1. A health incentive program can be an effective intervention for reducing employee population risk and altering health care utilization patterns. 2. An incentive based health promotion program rewards employees for performing a selected set of behaviors. 3. Collecting supporting data (benchmarking, needs assessment, organization data, published data) provides the foundation for the health incentive program design. 4. Choose an incentive appropriate to the employee population and worksite culture.     

Reducing the adverse consequences of workplace aggression and violence: The buffering effects of organizational support.

This study examined the buffering effects of 2 types of organizational support--instrumental and informational--on the relationships between workplace violence/aggression and both personal and organizational outcomes. Based on data from 225 employees in a health care setting, a series of moderated multiple regression analyses demonstrated that organizational support moderated the effects of physical violence, vicariously experienced violence, and psychological aggression on emotional well-being, somatic health, and job-related affect, but not on fear of future workplace violence and job neglect. These findings have implications for both research and intervention related to workplace violence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Evaluation of an organizational stress management program in a municipal public works organization.

The aim of this study was to investigate the effects of employee participation in an organizational stress management program consisting of several interventions aiming to improve psychosocial work environment and well-being. Pre- and postintervention questionnaires were used to measure the outcomes with a 2-year interval. This article describes the background of the program, results of previously published effect studies, and a qualitative evaluation of the program. The authors also tested the effects of level of participation in all interventions among the employees of the service production units by 2 (time) × 3 (group) repeated measures ANOVAs (n = 625). "Active participation" (more than 5.5 days) had a positive effect on feedback from supervisor and flow of information. Work climate remained on a permanent level while it decreased in the categories of moderate and nonparticipation. The level of participation did not improve individual well-being or other aspects of psychosocial work environment as postulated by the work stress models. The qualitative evaluation and practical conclusions drawn by the management of the Organization provided a positive impression of the impact of the program. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Critters in the cube farm: Perceived psychological and organizational effects of pets in the workplace.

This article reports the findings of an exploratory study examining the perceived functions and psychological and organizational effects of pets in the workplace. Participants were 193 employees from 31 companies allowing pets in the workplace who completed anonymous questionnaires. Results indicated that participants perceived pets in the workplace to reduce stress and to positively affect employee health and the organization. Participants who brought their pets to work perceived greater benefits than participants who did not bring their pets to work and participants who did not own pets. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predictors of work performance among higher education employees: An examination using the ASSET Model of Stress.

This study used university-based statistics of performance and self-rated employee productivity to examine the relationship between stress levels, organizational commitment, health, and performance. The authors conducted a secondary analysis of data from staff in 13 higher education institutions. In common with earlier research, the authors found that stressors had a negative linear relationship with all the performance measures used. However, this relationship was also influenced by physical health, psychological well-being, and organizational commitment, and by the measure of performance used. In addition, the authors found variations in the relationship between performance and stress by category of staff, which suggests the influence of job factors. These findings are discussed in relation to previous research and their implications for English academic institutions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Cognitive-behavior modification and organizational culture.

Organizational culture is increasingly seen as both the focus and the major barrier to improving organizational performance. A pilot study examining the impact of organizational culture in promoting healthcare improvement developed an intervention program to enhance the performance of the target organizational teams. The intervention was a training program based on cognitive and behavioral psychology models of organizational culture. This provided a rich theory base and supported the development of organizational interventions with strong theoretical underpinnings. The cognitive-behavior modification model (CBM) in particular was drawn on as an established and integrated model. Cognitive-behavior modification is compared with the organizational work of Karl Weick and other constructivists, and the resulting team culture intervention program is described. Recommendations for organizational consultants are proposed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The social treatment: The benefits of group interventions in residential care settings.

We report findings from an intervention study that investigates the impact of group reminiscence (GR) and individual reminiscence (IR) activities on older adults living in care settings. This research aimed to provide a theory-driven evaluation of reminiscence based on a social identity framework. This framework predicts better health outcomes for group-based interventions as a result of their capacity to create a sense of shared social identification among participants. A total of 73 residents, living in either standard or specialized (i.e., dementia) care units, were randomly assigned to one of three interventions: GR (n = 29), IR (n = 24), and a group control activity (n = 20). The intervention took place over 6 weeks, and cognitive screening and well-being measures were administered both pre- and post-intervention. Results indicated that only the group interventions produced effective outcomes and that these differed as a modality-specific function of condition: Collective recollection of past memories enhanced memory performance, and engaging in a shared social activity enhanced well-being. Theoretically, these findings point to the important role that group membership plays in maintaining and promoting health and well-being. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Predictors of brief smoking intervention in a midwifery setting

The aims of this study were: to assess current practice in smoking cessation interventions by midwives and to examine the relationship between the use of smoking intervention, practitioner characteristics and organizational factors. A mail-out survey was sent to a random sample of 500 midwives. The response rate was 85% (n = 425). The results indicated that most midwives used minimal interventions (advice and education) for at least some of their clients. However, the more skilled and more time-intensive forms of intervention such as counselling about methods to quit, negotiating a quit date and follow-up were infrequently utilized. Moreover, participants estimated that half their smoking clients were not offered any advice about smoking. Organizational factors such as: hospital policy for smoking intervention, type of hospital, size of hospital, cohesion of staff and work pressure predicted the use of smoking interventions. Self-reported ability to intervene for smoking and the level of assessment undertaken were practitioner characteristics which predicted the use of smoking interventions. The barriers that inhibit the use of smoking intervention by midwives are discussed and methods for change canvassed.     

Promoting organizational health: The evolving practice of occupational health psychology.

Occupational health psychology (OHP) is a rapidly expanding interdisciplinary field. This article attempts to describe a framework of organizing principles and core competencies associated with OHP practice. These concepts are illustrated in a case study of an organizational health center (OHC) implemented within a large industrial complex. The OHC was designed to optimize both organizational health and individual well-being by applying behavioral science principles to a workplace setting producing both quantitative and qualitative benefits for the organization. The OHC program components, enveloped in a preventive stress management context, provide examples of the variety of opportunities in OHP with hopes of stimulating ideas for practice. Continuing to build and refine both the guiding theory and applications of OHP practice will yield benefits for organizational clients, practitioners, and the profession. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Gaining and sustaining organizational support through a sociotechnical intervention.

Sociotechnical interventions in large organizations pose multiple challenges for consulting psychologists. The nature of this intervention was technical (a reengineered human resources information system) but had social, workplace impact in both its execution and its outcomes. The key issue of organizational support for an intervention of this magnitude is discussed. This case study describes the theoretical framework for the intervention, the implementation model, and the unforeseen critical junctures in the project, plus it addresses the lessons learned by a consulting group of industrial/organizational psychologists in implementing this long-term, large-scale project. A discussion of implications for both theory and practice concludes the article. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Docetaxel is a potent cytotoxic drug in the treatment of advanced breast cancer

PURPOSE: The purpose of this study was to evaluate the impact of a smoking cessation intervention for hospitalized patients, implemented by regular staff and incorporated into their routine care of patients. METHODS: The intervention was conducted in one experimental hospital and in two control hospitals. RESULTS: One year after discharge, 15% of smokers became non-smokers in the experimental hospital versus 8% in the control hospitals. This difference is not statistically significant (p = 0.08), however a small sample in the control hospitals had an influence on the statistical power. A logistic regression highlights program participation as the only variable predictive of a non-smoker status one year after discharge, considering both types of hospitals (experimental and control). CONCLUSIONS: Establishing relevancy of smoking cessation intervention for hospitalized patients is probably no longer needed. But research should be carried on towards finding better ways to convince the staff to intervene, towards establishing relevancy for specialized staff and defining intensity of required interventions before and after hospitalization.