Change of the quality management culture through health-promotion activities?

Bäckström, Ingela; Lagrosen, Yvonne; Eriksson, Lina

doi:10.1080/14783363.2014.912455

Cited by 15 publications

(18 citation statements)

References 31 publications

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“…Second, worker health indicators within a three-year period (2012-2014) were also collected from each company (see Appendix A). These indicators are in line with the concept of employee health at work or similarly worker health we retain in this research (Bäckström & Ingelsson, 2015, Bäckström, Lagrosen, & Eriksson, 2014, Bouville & Alis, 2014, Longoni, et al, 2013. All these indicators were valuable to corroborate subjective information gathered during the interviews and to make comparisons (Yin, 2009).…”

Section: Data Collection and Interview Protocolsupporting

confidence: 63%

“…We focus on the concept of employee health at work or worker health(Bäckström & Ingelsson, 2015Bäckström, Lagrosen, & Eriksson, 2014;Bouville & Alis, 2014;Longoni, Pagell, Johnston, & Veltri, 2013) that is commonly used in the literature suggesting that the relationship between lean and worker outcomes (job satisfaction, health at work, employees' intention to stay) is related to the manner in which lean is implemented(Bertrand & Stimec, 2011;Bouville & Alis, 2014;Longoni et al, 2013). This conception of employee health at work is in line with the World Health Organization's definition(1946, p100) as "a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity."…”

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confidence: 99%

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Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?

Bocquet¹,

Dubouloz²,

Chakor³

2019

Journal of Innovation Economics &Amp; Management

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Section: Data Collection and Interview Protocolsupporting

confidence: 63%

mentioning

confidence: 99%

Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?

Bocquet¹,

Dubouloz²,

Chakor³

2019

Journal of Innovation Economics &Amp; Management

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“…The respondents were asked to mark on a seven-point agreement scale to what extent they agreed with the statements (Lagrosen et al, 2012). The questionnaire has then been used and tested with its original design in eight elementary schools (Bäckström et al, 2012;Bäckström, Lagrosen and Eriksson, 2014)…”

Section: Ijwhm 103mentioning

confidence: 99%

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

Ingelsson

Bäckström

2017

IJWHM

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Purpose The purpose of this paper is to investigate the effects a lean initiative has on the health-related quality management (QM) values, “Leadership Commitment” and “Participation of Everybody,” as well as on perceived co-worker health in the public sector. Design/methodology/approach A case study was carried out at a municipal division that had been working with lean for approximately 18 months. A questionnaire was used to measure the effect on health-related QM values both before and after the initial 18 month period. Documents from the intended lean implementation were studied at the starting point and after 18 months; this was followed up by examining new documents. The results from the questionnaires were analyzed using SPSS and the documents were analyzed by means of document comparisons and consensus discussion in the research group. Findings The effects on the health-related QM values; “Leadership Commitment” and “Participation of everybody” in this study showed that the values still permeated the organization to a relatively high extent after 18 months but that no statistical differences can be shown between the two measurement points. When measuring what effects a lean initiative has on values, a period of 18 months might be too short, if significance changes are expected. None the less, the results can be a way of monitoring the development of these softer values. Something that is equally important is to see if there have been any major changes, as a way of keeping the work with building a new culture alive and in focus. The results strengthen the assumption that a long-term mindset is needed when QM initiatives such as lean are applied within an organization especially when changes to values and workplaces are expected. Originality/value This study has further explored the QM in relation to lean in the respect of how the QM values “Leadership commitment” and “Participation of Everybody” are effected by a lean initiative.

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“…The survey has been implemented and tested in several research studies (Bäckström, Eriksson and Lagrosen, 2012a;Bäckström, Eriksson and Lagrosen, 2014a;Bäckström et al, 2012b;Åslund, Bäckström and Richardsson, 2011). The survey can be used to establish the extent to which the leaders in the organization are practising the health-promoting values of QM and in which areas improvement is needed (Bäckström, 2009 andLagrosen et al, 2012).…”

Section: A Health-related Quality Management Surveymentioning

confidence: 99%

Health-related quality management values – comparing manager and co-worker perceptions

Bäckström

2019

IJQSS

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Purpose The purpose of this paper was to modify an existing survey that measures co-worker perceptions of health-related quality management (QM) values and perceived health and to measure both co-worker and manager perceptions of those values. The purpose was also to test the modified survey and then compare the results from managers and co-workers from two organizations in which the survey has been used to measure baseline data in a lean research project and to help managers understand the areas where improvement is needed. Design/methodology/approach An earlier survey measuring co-worker perception of the dimensions of the health-related QM values “leadership commitment” and “participation of everybody” has been developed with corresponding statements for managers. The results of the survey were analyzed using SPSS (Statistical Package for the Social Sciences), the Cronbach’s alpha coefficient was calculated for each of the dimensions, and the correlations between the dimensions and the health index were investigated using the Pearson correlation. The mean and standard deviation were also calculated. Findings The modified survey is presented in the paper, and the results demonstrate that the managers’ perception of the presence of health-related QM values is higher than that of the co-workers. Seeing the leadership from the co-workers’ standpoint compared with the managers’ perspective provides novel insight for both the researcher and the managers. Originality/value Leaders in organizations must develop greater efficiency to improve operational performance and develop healthy work environments. Practicing QM can benefit performance and is central for inspiring quality and efficiency within organizations, as well as for enhancing co-worker well-being. Earlier research found relationships between co-workers’ perception of their health and the health-related QM values “leadership commitment” and “participation of everybody.” With the survey presented in this paper, it is possible to measure these health-related QM values and provide a comparison between manager and co-worker perceptions.

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Change of the quality management culture through health-promotion activities?

Cited by 15 publications

References 31 publications

Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?

Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?

The need for a long-term mindset when measuring the effects of lean on health-related quality management values

Health-related quality management values – comparing manager and co-worker perceptions

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