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Published byAnnis Parsons Modified over 9 years ago
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Workplace Health A Model of Worklife Michael P. Leiter, PhD COR&D Acadia University
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Centre For Organizational Research & Development Services –Surveys –Research Support –Consulting –Measurement cord@acadiau.ca
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Topics Model of Workplace Health –Intrinsic –Wellbeing –Fulfillment Intervention Issues –Recovery cycles –Workplace design –Collaboration
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Relationships with Work Burnout Work Engagement
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Burnout and Engagement Psychological Relationships With Work: MBI, MBI—GS –Energy –Involvement –Effectiveness Continuum: Burnout To Engagement Energy Involvement Effectiveness BurnoutBurnout EngageEngage
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Relationships with Work Relationship Qualities –Distinct entities –Distinct values –Emotional charge Dialogue –Reciprocity –Responsiveness
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Wellbeing Energy Dimension –Physical –Mental –Emotional Exhaustion –Inherent distress –Implications for physical wellbeing –Implications for mental wellbeing
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Connection Involvement Dimension –Focused attention –Dedication –Flow Enthusiasm Trust
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Fulfillment Efficacy Dimension Confidence Creativity Entrepreneurship –Profit initiatives –Social entrepreneurship Caring Leading Sharing Self Actualization
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Relationships with Work Health v. Distress Energy – Wellbeing v. Exhaustion Involvement –Connected v. Distance Efficacy –Confidence v. Discouraged
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Model of Worklife Six Areas Structured Relationships
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Manageable Demands Control Reward Teamwork Fairness Energy Involvement Efficacy Quality Service Employee Health Enthusiasm Progress Work Environment Burnout/ Engagement Impact Values
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Manageable Demands Control Reward Teamwork Fairness Energy Involvement Efficacy Quality Service Employee Health Enthusiasm Progress Work Environment Burnout/ Engagement Impact Values
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Areas of Worklife Central Elements of Worklife Structured Relationships –Basic role of control –Integrative role of values Burnout/Engagement as Mediator –Experience defining outcomes Self-Sustaining Cycles
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Relationship Elements ReciprocityResponsiveness
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Relationship Problems: Workplace Health Initiatives High Priority: Workplace Health –Government –Administration –Nursing leaders Assessment –Impact of Nursing Policy Reports –Hospital-based nurses –Eastern Canada
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Priorities
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Priorities
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Change Over Past Year
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Organizational Strategy: Listening and Responding Priority Gap –Large gap, High exhaustion –Large gap, High cynicism Evaluation of Change –Exhaustion: Negative correlation –Cynicism: Negative correlation –Efficacy: Positive correlation
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Organizational Strategy: Listening and Responding Priority Gap –Large gap, High exhaustion –Large gap, High cynicism Evaluation of Change –Exhaustion: Negative correlation –Cynicism: Negative correlation –Efficacy: Positive correlation
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Implications Evaluation of Change –Reflecting decision maker priority –Reflecting low empowerment Importance of Communication –Awareness of initiatives –Appreciation of limitations Active Participation in Initiatives –More positive rating of Priorities –More positive rating of Change Shared Values –Shared action produces shared values –Separate groups are cautious about one another
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Models of Change Context and Contingencies –Design an improved work environment –Reward positive action Insight and Understanding –Educate employees on health –Train employees to use programs Empowerment and Participation –Assess employees’ perceptions –Collaborate on generating solutions
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Survey Process CommunicationResponsiveness
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Organizational Strategy: Listening and Responding Survey Process –Assessment –Interpretation –Action –Evaluation Practitioner Research Collaboration –Practitioner: Important issue –Researcher: Sharing knowledge
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Getting Acquainted Defining issues Gaining perspectives –Management to employees –Sites, shifts, occupations –Internal / external Understanding objectives –What is currently measured? –Where are problems evident? –Where are solutions needed?
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Step 1: Assessment Formats –Interviews –Survey Profiles –Company –Department –Individual Benchmarking
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Step 2: Interpretation Collaborative Problem Solving Areas of Worklife –Hot areas –Accessible Targets –Energy –Involvement –Efficacy Goals –Health –Productivity
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Step 3: Action Basic principles –Person-organization fit –Flexibility –Responsiveness Ways of getting there –Policy & procedures –Communication –Value translation –Coaching Scope of Activity –Individual –Team –Organization
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Step 4: Evaluation Follow-up survey Stakeholder perception –Service recipients –Other employees Impact measures –Participation –Health indicators –Customer satisfaction
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Conclusion
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Building Work Engagement Worklife can work Interventions –Enhancing Areas of Worklife –Indirect impact on Energy Involvement Efficacy Downstream Impact –Health –Fulfillment –Performance
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Building Work Engagement Qualities of Management –Reciprocity –Responsiveness Models of Change –Recovery –Workplace Design –Collaboration
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