Workplace Health A Model of Worklife

1. Workplace HealthA Model of Worklife Michael P. Leiter, PhD COR&D Acadia University

2. Services Surveys Research Support Consulting Measurement cord@acadiau.ca Centre For Organizational Research & Development Enhancing Worklife

3. Topics • Model of Workplace Health • Intrinsic • Wellbeing • Fulfillment • Intervention Issues • Recovery cycles • Workplace design • Collaboration

4. Relationships with Work Burnout Work Engagement

5. Burnout and Engagement • Psychological Relationships With Work: MBI, MBI—GS • Energy • Involvement • Effectiveness • Continuum: Burnout To Engagement Burnout Energy Engage Involvement Effectiveness

6. Relationships with Work • Relationship Qualities • Distinct entities • Distinct values • Emotional charge • Dialogue • Reciprocity • Responsiveness

7. Wellbeing • Energy Dimension • Physical • Mental • Emotional • Exhaustion • Inherent distress • Implications for physical wellbeing • Implications for mental wellbeing

8. Connection • Involvement Dimension • Focused attention • Dedication • Flow • Enthusiasm • Trust

9. Fulfillment • Efficacy Dimension • Confidence • Creativity • Entrepreneurship • Profit initiatives • Social entrepreneurship • Caring • Leading • Sharing • Self Actualization

10. Relationships with WorkHealth v. Distress • Energy • Wellbeing v. Exhaustion • Involvement • Connected v. Distance • Efficacy • Confidence v. Discouraged

11. Model of Worklife Six Areas Structured Relationships

12. Burnout/ Engagement Work Environment Impact Manageable Demands Energy Recovery Quality Service Employee Health Enthusiasm Progress Reward Teamwork Fairness Involvement Control Values Efficacy

13. Burnout/ Engagement Work Environment Impact Coping Manageable Demands Energy Recovery Quality Service Employee Health Enthusiasm Progress Reward Teamwork Fairness Involvement Control Values Design Collaboration Efficacy

14. 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

15. Relationship Elements Reciprocity Responsiveness

16. Relationship Problems:Workplace Health Initiatives • High Priority: Workplace Health • Government • Administration • Nursing leaders • Assessment • Impact of Nursing Policy Reports • Hospital-based nurses • Eastern Canada

17. Priorities

18. Priorities

19. Change Over Past Year

20. 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

21. 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

22. 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

23. 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

24. Survey Process Communication Responsiveness

25. Organizational Strategy: Listening and Responding • Survey Process • Assessment • Interpretation • Action • Evaluation • Practitioner Research Collaboration • Practitioner: Important issue • Researcher: Sharing knowledge

26. 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?

27. Step 1: Assessment • Formats • Interviews • Survey • Profiles • Company • Department • Individual • Benchmarking

28. Step 2: Interpretation • Collaborative Problem Solving • Areas of Worklife • Hot areas • Accessible • Targets • Energy • Involvement • Efficacy • Goals • Health • Productivity

29. 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

30. Step 4: Evaluation • Follow-up survey • Stakeholder perception • Service recipients • Other employees • Impact measures • Participation • Health indicators • Customer satisfaction

31. Conclusion

32. Building Work Engagement • Worklife can work • Interventions • Enhancing Areas of Worklife • Indirect impact on • Energy • Involvement • Efficacy • Downstream Impact • Health • Fulfillment • Performance

33. Building Work Engagement • Qualities of Management • Reciprocity • Responsiveness • Models of Change • Recovery • Workplace Design • Collaboration