This paper presents an initial test and validation of a model of healthy work organization. A questionnaire based on the proposed model was completed by 1,130 employees of a national retailer. The instrument measured 29 first-order constructs underlying the six higher-order domains of the model. The overall model fit and relationships among the second-order factors were examined using AMOS structural equation-modelling procedures. The structural analyses presented here support the proposed model. An acceptable overall fit was demonstrated, and all second-order, and second-to first-order, relationships were significant. Employees' perceptions of their organization affect their perception of the climate, which impacts the way people relate to their job and see their future in the organization, ultimately impacting their work adjustment, health and well-being. This model has implications for both research and practice.

Objective-To determine the accuracy of self-reported healthcare utilization and absence reported on health risk assessments (HRAs) against administrative claims and human resource records.Methods-Self-reported values of healthcare utilization and absenteeism were analyzed for concordance to administrative claims values. Percent agreement, Pearson's correlations, and multivariate logistic regression models examined the level of agreement and characteristics of participants with concordance.Results-Self-report and administrative data showed greater concordance for monthly compared to yearly healthcare utilization metrics. Percent agreement ranged from 30 to 99% with annual doctor visits having the lowest percent agreement. Younger people, males, those with higher education, and healthier individuals more accurately reported their healthcare utilization and absenteeism.Correspondence to: Ron Z. Goetzel. Conclusions-Self-reported healthcare utilization and absenteeism may be used as a proxy when medical claims and administrative data are unavailable, particularly for shorter recall periods. NIH Public AccessAuthor Manuscript J Occup Environ Med. Author manuscript; available in PMC 2010 July 1.

This study sought to understand how high involvement work processes (HIWP) are processed at the employee level. Using structural equation modeling techniques, the authors tested and supported a model in which psychological empowerment mediated the effects of HIWP on job satisfaction, organizational commitment, job performance, and job stress. Furthermore, perceived organizational support (POS) was hypothesized to moderate the relationships between empowerment and these outcomes. With exception for the empowerment-job satisfaction association, support was found for our predictions. Future directions for research and the practical implications of our findings for both employees and organizations are discussed.

This research evaluates a healthy work organization intervention implemented in a retail setting. Using a participatory process, employee teams in 11 intervention stores developed customized plans for improving work organization at their sites. Ten comparable stores served as controls. Employee surveys were administered prior to the intervention and twice again at 12-month intervals. Business results were compiled monthly for each store. The baseline data were used by the teams to identify needs and establish action priorities for their stores. Most study outcomes declined across time for all stores, due primarily to internal corporate events and a generally adverse economic environment. However, the intervention process appeared to buffer some of these declines; intervention stores fared better in terms of selected aspects of organizational climate and psychological work adjustment. Intervention stores also performed better than controls on general indices of perceived health and safety and two of the four business outcomes: employee turnover and sales per labour hour. These results are discussed in terms of the challenges involved in evaluating organizational-level interventions in work settings.

NIST) promotes the U.S. economy and public welfare by providing technical leadership for the Nation's measurement and standards infrastructure. ITL develops tests, test methods, reference data, proof of concept implementations, and technical analyses to advance the development and productive use of information technology. ITL's responsibilities include the development of technical, physical, administrative, and management standards and guidelines for the cost-effective security and privacy of sensitive unclassified information in Federal computer systems. This Special Publication 800-series reports on ITL's research, guidance, and outreach efforts in computer security, and its collaborative activities with industry, government, and academic organizations.

This article argues that efforts to improve the health and well-being of the workforce should begin with the organization itself. The term organizational health promotion is introduced to expand the scope of worksite health promotion. Organizational health promotion delves into the basic structural and organizational fabric of the enterprise--to how work is organized. The core themes of healthy work organization are introduced, and the status of our ability to identify organizational risk factors is discussed. A conceptual model of healthy work organization is presented, along with a process for expanding the health promotive capacity of the organization. The final section addresses challenges related to adopting an organizational health promotion perspective.

Objective: To examine how social support at work affects depression and organizational productivity in a work-stress framework. Methods: A self-administered survey for 240 workers in a public hospital in the southeastern United States. Results: Social support at work was directly related to high job control, low depression, and high job performance. Social support did not buffer the negative effects of work factors on depression and organizational productivity. Conclusions: Social support at work had a direct and beneficial effect on workers' psychological well-being and organizational productivity without any interaction effect on the work-stress framework.

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