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Workplace Health A Model of Worklife

Explore a model of workplace health focusing on intrinsic wellbeing, collaboration, and burnout recovery cycles. Learn to manage manageable demands, energy, and involvement for organizational success. Prioritize initiatives to improve employees' happiness and productivity.

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Workplace Health A Model of Worklife

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  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

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