Ambiguity among Managers in Small-Scale Enterprises: How to Handle Business and Workplace Health Management

Abstract

Despite extensive research on health in working life, few studies focus on this issue from the perspective of managers in small-scale enterprises (SSEs). To gain deeper knowledge of managers' perceptions and strategies for dealing with workplace health management, 13 Norwegian and Swedish SSE managers were interviewed after participating in a workplace health development project. The methodical approach was based on Grounded Theory with a constructivist orientation. The main theme that emerged was 'ambiguity in workplace health management and maintaining the business', which was related to the categories 'internal workplace settings', 'workplace surroundings', and 'leadership strategies'. The managers experienced ambiguity due to internal and external demands. These requirements were linked to the core challenges in dealing with multitasking leadership, financial decision-making, labour legislation, staff development and maintaining business. However, the managers developed new skills and competence and thereby a more reflexive approach and readiness to create a health-promoting workplace from being part of a development project. The implications are that managers in SSEs need to exchange experiences and discuss workplace health issues with other managers in networks. It is also important that occupational health services and social and welfare organizations use tailor-made models and strategies for supporting SSEs.

Sickness Presenteeism among the Self-employed and Employed in Northwestern Europe—The Importance of Time Demands

“…These circumstances can be hindering factors for the implementation of health-promoting measures for themselves and their employees (if they have employees). Earlier studies [30], [31] have supported this conclusion; however, the studies have also observed that the SE were conscious about the importance of health-related issues and their relation to organizational outcomes. The results showed that they find supportive guidance and inspiration for working with healthy and psychosocial working conditions in their enterprises from enterprise networks and occupational health services.…”

A balancing act: Swedish occupational safety and health inspectors’ reflections on their bureaucratic role when supervising micro-enterprises

“…Many micro-enterprise managers also have several different and varying work tasks and responsibilities, such as accounting, invoicing, employees' health, staff shortages, clients and business survival and growth, while they at the same time might participate in the business operation (Gunnarsson et al 2007;Stephan and Roesler 2010;Legg et al 2015). Time limits result in difficulties for micro-enterprise managers to be up-to-date with OSH legislation and regulations and to have structured OSH management (Legg et al 2015;Masi and Cagno 2015;Landstad et al 2017;SWEA 2013a, Vinberg et al 2017a. Meanwhile, they often have fewer employees to assist with OSH issues, less competence and knowledge and more problems in the physical work environment (Bornberger-Dankvardt et al 2003;Hasle and Limborg 2006;Park et al 2017;Hasle and Refslund 2018).…”

Occupational safety and health challenges in small-scale enterprises

“…Another obstacle for OSH investments in SSEs can be that the manager, who is often the owner, has great work demands, many work tasks, long and irregular working hours, and difficulties in balancing their work and private life 12 , 13 ) . The complex work situation of SSE managers can result in insufficient knowledge about OSH regulations and about how to implement structured OSH management systems 9 , 14 , 15 ) . On the other hand, SSEs have some advantages when it comes to working with OSH improvements; there are fewer hierarchical levels and closer relations between managers and employees, they often have a familiar and supportive climate and there is more opportunity for employees to participate in improvement processes 13 , 14 ) .…”

“…On the other hand, SSEs have some advantages when it comes to working with OSH improvements; there are fewer hierarchical levels and closer relations between managers and employees, they often have a familiar and supportive climate and there is more opportunity for employees to participate in improvement processes 13 , 14 ) . Furthermore, qualitative interviews with SSE managers show that many of them want the best for their employees, want to provide a healthy workplace and are willing to conduct leadership so as to promote health 14 , 15 , 16 ) . However, the managers experience that OSH regulations are too bureaucratic and that they have limited knowledge about tools for systematic OSH improvements 16 ) .…”

“…Another important area for both research and practice is looking at how resources such as safety inspectors, occupational health services, business networks and company boards can be supportive for SSEs and their managers. Studies show that SSE managers can find that it is productive to participate in networks with other enterprises concerning working environment and health, and that it is beneficial to get support from occupational health services on how to lead so as to promote good health 14 , 15 , 16 ) . Since external OSH resources are limited, there is also a need for more studies into participatory work processes in SSEs in which employees and managers work together with improvements 28 , 29 ) .…”