A value case methodology to enable a transition towards generative health management

Abstract

Purpose-Health is a main resource for human functioning. Embedding generative health management within organisations, therefore, is useful for health and productivity reasons. Generative health management requires a change in the thinking and actions of all stakeholders, and should be regarded as a system transition that may be supported by a value case. In this study, a value case methodology is described and piloted. The aim was to investigate the efficacy of the value case methodology for generative health management within organisations. Design/methodology/approach-This paper takes the form of a case study, in which the interactive value case methodology is piloted within a research foundation in the Netherlands. Findings-The different perspectives from the internal stakeholders on generative health management were made explicit, and revealed a strong relation between organisational development and health. The interactive value case methodology has initiated a process in which stakeholders jointly defined the full value of generative health management. During that process, some stakeholders developed an active personal commitment towards the transition. Research limitations/ implications-The research was only carried out in one case. The value case methodology is potentially also useful for other transitions (long-term complex developments or system innovations). The case study provided a broad view on the relevance of health for all stakeholders within this single case, and contributed to ownership of the transition. Practical and social implications-A value case presents stakeholders' multi-perspective visions and preferences with regard to health and organisational development. The participative approach opens up ways to an active commitment of relevant stakeholders who are willing to support transitions. Originality/ value-The methodology to assess the full value of complex transitions is still of an explorative nature. The value case methodology may offer innovative ways to support transitions in individuals, organisations and society as a whole.

Is psychosocial risk prevention possible? Deconstructing common presumptions

“…It would be a key part of Business School curricula and would be highlighted as an opportunity that could bring positive outcomes both to individuals and organizations. Instead of the business case, a 'value case' (van Scheppingen et al, 2012) would be promoted for psychosocial risk management, highlighting economic, social and ecological dimensions. It would be embedded both in business operations through management systems and in policy making, and appropriate competencies would be developed for managers, employees, and policy makers to implement good practice.…”

Developing a cost-estimation model for work–related stress: An absence-based estimation using data from two Italian case studies

“…The cost-estimation model proposed in this paper provides the starting point for developing such a business case. However, it can also be useful towards developing a more holistic 'value case' that also accounts for intangible business benefits associated with mental health and well-being at work (39).…”

“…The cost-estimation model proposed in this paper provides the starting point for developing such a business case. However, it can also be useful towards developing a more holistic ‘value case’ that also accounts for intangible business benefits associated with mental health and well-being at work ( 39 ). The ‘value case’ can help organizations internalize the value of addressing issues such as psychosocial risks and work-related stress and incorporate them in all organizational strategies, systems, and behaviors, therefore moving towards sustainable good practice.…”

Determining organisation-specific factors for developing health interventions in companies by a Delphi procedure: Organisational Mapping

“…A broad and shared exploration of the organisational context and health-influencing factors by relevant stakeholders is likely to contribute to a joint vision of the relevance of health. By this means, a common mindset on the relevance of health may be developed, which is an important step towards continuous attention to health within the company (Van Scheppingen et al, 2012). In addition, ‘Organisational Mapping’ fits into community approaches, where seeking common ground and mobilising leadership and participation are central (Wendel et al, 2009).…”