Alignment for Achieving a Healthy Organization

Schwarz, Ulrica von Thiele; Hasson, Henna

doi:10.1007/978-94-007-6470-5_7

Cited by 23 publications

(25 citation statements)

References 49 publications

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“…The need to conduct the intervention originated from the organization's annual risk assessment indicating low employee engagement, well-being, and participation in improvement efforts to achieve better business results (i.e., organizational outcomes). Based on these analyses and the recognition of the importance of linking employee well-being to organizational objectives (von Thiele Schwarz & Hasson, 2013;von Thiele Schwarz et al, 2016), the goal of the intervention was to create improvements in employee well-being while at the same time aligning these changes with the primary task of the organization (e.g., production). which formed a general guide to behaviours that were identified as important for achieving the objectives of the organization.…”

Section: The Interventionmentioning

confidence: 99%

Making it fit: Associations of line managers' behaviours with the outcomes of an organizational‐level intervention

et al. 2017

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Line managers' behaviours are important during implementation of occupational health interventions. Still, little is known about how these behaviours are related to intervention outcomes. This study explored the relationship between line managers' intervention-specific transformational leadership (IsTL), intervention fit (the match between the intervention, persons involved, and the surrounding environment), and change in intrinsic motivation and vigour. Both direct and indirect relationships between IsTL and change in intrinsic motivation and vigour were tested. Ninety employees participating in an organizational-level occupational health intervention provided questionnaire ratings at baseline and after 6 months. The results showed IsTL to be related to intervention fit and intervention fit to be related to intrinsic motivation. Using intervention fit as a mediator, the total effects (direct and indirect combined) of IsTL on change in intrinsic motivation and vigour were significant. In addition, IsTL had a specific indirect effect on intrinsic motivation. This study is the first to use IsTL as a measure line managers' behaviours. It is also the first to empirically evaluate the association between intervention fit and intervention outcomes. By including these measures in evaluations of organizational-level occupational health interventions, we can provide more informative answers as to what can make interventions successful.

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Section: The Interventionmentioning

confidence: 99%

Making it fit: Associations of line managers' behaviours with the outcomes of an organizational‐level intervention

et al. 2017

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“…According to previous literature, transfer of training may be facilitated when there is a common understanding about implementation, alignment across hierarchical levels and social support among colleagues and from senior managers 34–36 44. Based on this, the interviews with managers provided insight into why the contextualisation of iLead might not have resulted in the anticipated boosting effect.…”

Section: Discussionmentioning

confidence: 99%

Evaluation of iLead, a generic implementation leadership intervention: mixed-method preintervention–postintervention design

et al. 2020

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ObjectivesThe present study aimed to evaluate the iLead intervention and to investigate whether or not transfer of training can be supported by contextualising the intervention (recruiting all managers from one branch of the organisation while focusing on one implementation case, as well as training senior management).DesignA pre-evaluation–postevaluation design was applied using mixed methods with process and effect surveys and interviews to measure the effects on three levels.SettingHealthcare managers from Stockholm’s regional healthcare organisation were invited to the training.Participants52 managers participated in the iLead intervention. Group 1 consisted of 21 managers from different organisations and with different implementation cases. Group 2, representing the contextualised group, consisted of 31 managers from the same organisation, working on the same implementation case, where senior management also received training.InterventioniLead is an intervention where healthcare managers are trained in implementation leadership based on the full-range leadership model.Primary outcome measuresReactions, knowledge and implementation leadership are measured.ResultsQuantitative and qualitative analyses indicate that iLead was perceived to be of high quality and capable of increasing participants’ knowledge. Mixed effects were found regarding changes in behaviours. The contextualisation did not have a boosting effect on behaviour change. Hence, group 2 did not increase its active implementation leadership in comparison with group 1.ConclusionsiLead introduces a new approach to how implementation leadership can be trained when knowledge of effective leadership for implementations is combined with findings on the importance of environmental factors for the transfer of training. Even though managers reported general positive effects, transfer was not facilitated through the contextualisation of the intervention. There is a need to further develop approaches to help participants subsequently apply the learnt skills in their work environment.

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“…Henning & Reeves, 2013;Ipsen & Andersen, 2013;Nielsen, Stage, Abildgaard, & Brauer, 2013). These interventions emphasise the need for aligning (von Thiele Schwarz & Hasson, 2013) or fitting (Randall & Nielsen, 2012) the intervention to the respective organisation where it is implemented. This approach has even been applied to the employee survey used for initial problem analysis by tailoring it to each organisational context (Nielsen, Abildgaard, & Daniels, 2014).…”

Section: Configurational Ohdmentioning

confidence: 99%

The Application of Salutogenesis to Organisations

Bauer

Jenny

2016

The Handbook of Salutogenesis

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Framing the ChapterThis chapter on salutogenic organisations is part of the book section on the application of salutogenesis to everyday settings. The settings covered in this section include communities/neighbourhoods, cities, restorative environments, schools, universities, worksites and prisons. Such settings are broadly defined as 'the place or social context in which people engage in daily activities in which environmental, organisational, and personal factors interact to affect health and wellbeing ' (WHO, 1998; emphasis added). This definition implies that all settings are influenced by some form of organisation. Several of the listed settings are more or less formalised organisations themselves, such as worksites, schools, universities and prisons-whereas others are at least heavily influenced by organisations, such as cities, neighbourhoods or restorative environments. Thus, understanding how organisations influence whole settings and human health is crucial for promoting health in and through settings.As the other chapters on everyday settings illustrate, organisations directly influence the health of their employees through working conditions. They influence the health of their customers through their products or services, such as providing education, and finally, they influence the population's health through larger ecological impacts. In treating these health-influencing pathways, the other chapters either refer to the more general concept of settings or focus on specific aspects of organisations such as the employee, customer (student), citizen, political or ecological level. This chapter presents a generic model of how organisations influence health from both a salutogenic and pathogenic perspective. The framework integrates concepts and empirical findings from health promotion, organisational psychology and the management sciences. The chapter will focus on the organisation's impact on employee health, as employees typically are most directly and intensely affected by an organisation. Thus, it complements the chapter on salutogenic work by expanding the level of analysis to include the question of how employee health is created by the interaction of employees with key characteristics of the organisation.Furthermore, we expect that organisations considering employee health a legitimate, relevant focus of attention and action beyond pure economic profitability will also consider their larger health impact on their environment, including customers and the population at large. Finally, the chapter aims to be particularly applicable to for-profit organisations in which it is exceptionally challenging to introduce a health agenda.The chapter firstly introduces the key concept of organisational health development (OHD), as well as the OHD practical and research context, such as ongoing changes of the economy, of organising work and of the roles of managers and employees. Secondly, the chapter presents conceptual and empirical research regarding OHD as well as health-oriented interventions in organisati...

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Alignment for Achieving a Healthy Organization

Cited by 23 publications

References 49 publications

Making it fit: Associations of line managers' behaviours with the outcomes of an organizational‐level intervention

Making it fit: Associations of line managers' behaviours with the outcomes of an organizational‐level intervention

Evaluation of iLead, a generic implementation leadership intervention: mixed-method preintervention–postintervention design

The Application of Salutogenesis to Organisations

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