Analysis of Workplace Learning Opportunities Experienced by Managers

Maniam, Vikineswaran A.

doi:10.1016/j.sbspro.2012.11.204

Cited by 4 publications

(4 citation statements)

References 10 publications

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“…(20. ) Organisaation kaikilla johtamisen tasoilla on tärkeä rooli organisaation muutoksessa, mutta heillä on erilaiset vastuualueet ja toimivalta sen toteuttamisessa (21). Ylimmän johdon rooli on pääasiassa päätöksenteko (22), keskijohdon vas tuulla on toteuttamis ja johtamisstrategioiden kehittäminen (23), kun taas lähijohto on suorim massa vuorovaikutuksessa työntekijöiden kanssa (24).…”

Section: Digitaalinen Työkulttuuri Ja Sen Johtaminen Terveydenhuollossaunclassified

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Perusterveydenhuollon johtajien kokemuksia koronaviruspandemian vaikutuksista digitaaliseen työkulttuuriin ja sen johtamiseen

Ravelin

Laukka

Heponiemi³

et al. 2021

SLA

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Koronaviruspandemian aiheuttama kriisitilanne on muokannut työkulttuuria terveydenhuollossa, jossa on turvauduttu yhä voimakkaammin digitaalisiin ratkaisuihin koronaviruksen leviämisen ehkäisemiseksi. Koronaviruspandemian vaikutuksia digitaaliseen työkulttuuriin ja sen johtamiseen on tutkittu vähän ja tietoa tarvitaan muun muassa terveydenhuollon organisaatioiden toiminnan jatkuvaan arviointiin ja kehittämiseen. Tämän kuvailevan laadullisen tutkimuksen tarkoituksena on kuvata perusterveydenhuollon johtajien kokemuksia koronaviruspandemian vaikutuksista digitaaliseen työkulttuuriin ja sen johtamiseen. Tutkimuksen aineisto kerättiin puolistrukturoiduin yksilöhaastatteluin perusterveydenhuollon johtajilta (n=21) kolmesta kunnasta ja yhdestä kuntayhtymästä eri puolilta maata touko-marraskuussa 2020. Aineisto analysoitiin induktiivisella sisällön analyysilla. Tulosten mukaan koronaviruspandemian vaikutukset digitaaliseen työkulttuuriin liittyivät digitaalisen työkulttuurin kehittymiseen, muutokseen työnluonteessa sekä työyhteisön muutosvalmiuteen. Koronaviruspandemian vaikutukset digitaalisen työkulttuuriin johtamiseen liittyivät puolestaan muutosjohtamiseen, johtajan työn luonteen muutokseen ja johtajien muutosvalmiuteen. Johtopäätöksenä voidaan todeta, että koronaviruspandemia muutti nopeasti ja pysyvästi perusterveydenhuollon digitaalista työkulttuuria. Erityisesti digitaalisten työvälineiden käytön lisääntyminen muutti työssä tapahtuvaa kanssakäymistä. Johdon tuki koettiin tärkeänä digitaalisen työkulttuurin muutoksessa, sillä se stressasi ja kuormitti työntekijöitä. Tulevaisuudessa johtajien tulisi kiinnittää etäjohtamisessa huomiota suhteiden ylläpitämiseen työntekijöiden kanssa. Lisäksi niin työntekijöiden kuin johtajien IT-osaamiseen olisi syytä kiinnittää huomiota. Tutkimuksen tuloksia voidaan hyödyntää digitaalisten terveyspalveluiden ja työkulttuurin kehittämisessä, johtamisessa, koulutuksessa ja työyhteisöjen muutosvalmiuden tukemisessa.

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Section: Digitaalinen Työkulttuuri Ja Sen Johtaminen Terveydenhuollossaunclassified

“…(9.) Tähän tutkimukseen on otettu mukaan joh tajia kolmelta eri tasolta, koska heidän kaikkien panos on tärkeää muutoksen läpiviennissä (21).…”

Section: Digitaalinen Työkulttuuri Ja Sen Johtaminen Terveydenhuollossaunclassified

Perusterveydenhuollon johtajien kokemuksia koronaviruspandemian vaikutuksista digitaaliseen työkulttuuriin ja sen johtamiseen

Ravelin

Laukka

Heponiemi³

et al. 2021

SLA

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“…It is an indicator to ensure the health of employees in the workplace and the availability of resources ( 35 ). Leaders represent or shape the organizational structures and work characteristics ( 36 ) due to their influential roles ( 37 ), and their behavior is related to the health of those led ( 35 , 38 ).…”

Section: Introductionmentioning

confidence: 99%

Occupational health literacy and work ability: a moderation analysis including interpersonal and organizational factors in healthy organizations

Friedrich,

Rupp,

Feng

et al. 2024

Front. Public Health

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IntroductionHealthy organizations approach to occupational safety and health should holistically include individual, interpersonal, and organizational levels. There is an empirical research gap in considering different levels in organizations for health promotion in the context of maximizing work ability. This study aims to investigate the association of (1) occupational health literacy (on an individual level), (2) health-oriented leadership (interpersonal level), (3) participation possibilities in health, and (4) values of health in companies (both organizational levels) on work ability. Additionally, we examined the potentially moderating role of health-oriented leadership, participation possibilities in health, and values of health between occupational health literacy and work ability.MethodsCross-sectional data were obtained from 828 employers and employees in small and medium-sized enterprises. Self-report measures included occupational health literacy, health-oriented leadership, work ability, participation possibilities in health at work, and values of health in the company. Occupational health literacy comprises two factors: a knowledge-/skill-based approach to occupational health and a willingness/responsibility for occupational health. Participation possibilities in health are measured regarding participatory opportunities and co-creation of health at work. Values of health in the company capture the importance of health in the workplace and the scope for improving employees’ health. Data were analyzed using latent regression and latent moderation analyses controlling for age, gender, and educational level.ResultsOccupational health literacy (knowledge-/skill-based), health-oriented leadership, participation possibilities in health, and values of health in companies showed positive associations with work ability. Health-oriented leadership on an interpersonal level was found to moderate the positive relationship between (knowledge-/skill-based) occupational health literacy and work ability. Participation possibilities in health on an organizational level acted as a moderator on the relationship between both occupational health literacy factors and work ability.DiscussionIndividual, interpersonal, and organizational factors play important roles in maintaining work ability in healthy organizations. This study highlights the importance of promoting occupational health literacy among employees and leaders, creating a healthy workplace through health-oriented leadership, and providing participatory opportunities for co-creation in health promotion at work. Future research should further explore these factors’ roles in different industries and contexts and how they may be addressed effectively in tailored workplace interventions.

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“…In the past, managing clinical services was the main role of health-care managers ( Sood et al , 2017 ), but today they are increasingly responsible for the design, implementation and guidance of digital health services ( Birken et al , 2015 ; Laukka et al , 2020 ; Sandström et al , 2011 ). Managers at different levels of organizations play a vital role in organizational change ( Maniam, 2012 ). Digital transformation represents one form of such organizational change, and it requires managers to have a variety of management competencies ( Pihlainen et al , 2016 ), such as informatics competencies, to successfully manage digital services ( Collins et al , 2017 ; Strudwick et al , 2019 ).…”

Section: Introductionmentioning

confidence: 99%

Primary healthcare managers’ perceptions of management competencies at different management levels in digital health services: secondary analysis

Ylitalo

Laukka

Heponiemi

et al. 2022

LHS

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Purpose The purpose of this study is to describe primary health-care managers’ perceptions of management competencies at different management levels in digital health services using the management competency assessment program as a framework. Design/methodology/approach A secondary analysis study involving 21 semi-structured individual interviews was conducted among Finnish primary health-care managers at different management levels (frontline, middle and senior). The deductive framework method was used to analyze the data. Findings Similarities and differences were found in management competencies between different levels of management. Competencies related to the use of digitalization were highlighted by managers at all management levels. Managers at all management levels were involved in developing digital solutions and supporting employees in using digital solutions in their work. Frontline and middle managers emphasized more issues related to day-to-day management and communication with employees, whereas senior managers highlighted the management of large entities. Research limitations/implications In the secondary analysis, data were used for purposes other than originally intended. Therefore, the data are subject to limitations of the methodology applied and should be transferred to other contexts with caution. Practical implications Identifying the management competencies needed to manage digital health services is important to target managers’ training according to needs in the future. Social implications The results could be used to develop the management of digital health services, as well as improve digital health services and their deployment. Originality/value Previous literature mostly examined managers’ informatics competencies and paid little attention to other management competencies. This study discusses more broadly the management competencies that digital health services require from managers at different levels of management.

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Analysis of Workplace Learning Opportunities Experienced by Managers

Cited by 4 publications

References 10 publications

Perusterveydenhuollon johtajien kokemuksia koronaviruspandemian vaikutuksista digitaaliseen työkulttuuriin ja sen johtamiseen

Perusterveydenhuollon johtajien kokemuksia koronaviruspandemian vaikutuksista digitaaliseen työkulttuuriin ja sen johtamiseen

Occupational health literacy and work ability: a moderation analysis including interpersonal and organizational factors in healthy organizations

Primary healthcare managers’ perceptions of management competencies at different management levels in digital health services: secondary analysis

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