Designing an Organizational Readiness Survey for Total Worker Health® Workplace Initiatives

Robertson, Michelle M.; Tubbs, Diana; Henning, Robert A.; Nobrega, Suzanne; Calvo, Alec J.; Murphy, Lauren A.

doi:10.1007/978-3-319-96080-7_52

Cited by 5 publications

(4 citation statements)

References 9 publications

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“…Organizational interventions should be responsive to the setting and the personal characteristics of key implementation agents, such as managers and supervisors (17,48). We designed our baseline assessment instruments to identify aspects of the organizational context and attitudes of the implementation agents that would be relevant to the success of the planned participatory TWH program intervention (35,38). Based on information provided by key stakeholders, we initiated discussions with leaders to establish su cient resources (e.g., staff time, space, supplies) and to develop training to build on the implementation agents' motivation and con dence regarding concerns such as management support, authentic participation, and outcome expectancies.…”

Section: Discussionmentioning

confidence: 99%

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Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

Nobrega

Morocho

Robertson

et al. 2020

Preprint

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Background: Total Worker Health® programs represent a holistic approach for advancing worker safety, health, and well-being that combines occupational safety and health practices with other well-being policies and programs that are not traditionally linked. Total Worker Health requires new practices of interdisciplinary collaboration and programmatic coordination, accompanied with employee involvement and shared decision-making in the design and delivery of health-focused interventions. Pre-implementation assessment regarding organizational readiness is important to plan proactively for organizational “fit” when the program is introduced. This study examined potential implementation facilitators and barriers among five public healthcare facilities that had already agreed to participate in a study to implement and evaluate a participatory Total Worker Health program.Methods: A mixed-methods baseline assessment comprised an online organizational readiness survey and follow-up interviews. Key organizational and labor leaders were asked to identify resources and skills available for program implementation, potential barriers inside or outside the organization, and specific performance indicators. Findings at each facility were presented to implementation stakeholders and used to plan how to tailor implementation to the organizational context and provide resources necessary for success. Results: Implementation facilitators included leaders’ willingness and commitment to develop interventions addressing a broad range of occupational safety and well-being health priorities; existing staff expertise in occupational safety and health; favorable attitudes regarding expected program outcomes; and positive alignment between the program and organizational mission and values. Implementation barriers included limited staff time to attend meetings, limited resources to support locally designed interventions, and poor management communication systems. Examples of proactive tailoring strategies included extending the recruitment time and effort to gain the trust of leaders and workers while also allowing more time to secure needed program resources; developing sample program communication templates to strengthen communication on safety and health; and detailed training around health and safety issue identification and prioritization procedures, program communication, intervention planning and development, and change management. Conclusions: Prospective identification of potential program facilitators and barriers represents a useful strategy for tailoring implementation of a participatory Total Worker Health program. Trial Registration: ClinicalTrials.gov NCT 04251429. Registered January 31, 2020 – Retrospectively registered. https://clinicaltrials.gov/ct2/show/record/NCT04251429.

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Section: Discussionmentioning

confidence: 99%

“…The Organizational Readiness Tool (ORT) (38) developed by the authors is a survey that includes 51 questions in eight domains ( Table 2). The ORT was administered using Qualtrics (39) to assess opinions about the organization's resources, management engagement, and ability to commit the time necessary for a HWPP.…”

Section: Survey Of Organizational Readinessmentioning

confidence: 99%

Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

Nobrega

Morocho

Robertson

et al. 2020

Preprint

Self Cite

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“…Past history of change in the organization influences the change readiness of the employees (Bouckenooghe and Devos, 2008;Robertson et al, 2019). A poor history of change impedes commitment to change (Ahmad and Cheng, 2018), lowers openness to change (Bordia et al, 2011) and higher cynicism (Bordia et al, 2011;Reichers et al, 1997).…”

Section: Moderating Role Of Poor Change Management Historymentioning

confidence: 99%

“Let's do it and not you do it”: role of mentoring in facilitating change supportive behaviour

Kurian

2024

JOCM

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Purpose The developmental relation of informal mentoring within the organization could aid in tiding over the challenges that arise with change. The purpose is to explore the relationship between informal mentoring within the organization and change supportive behaviour to put forth a framework describing the catalytic and a priori role of informal mentoring within the organization in augmenting change readiness and facilitating change supportive behaviour for a successful organizational change.Design/methodology/approach Drawing on the appraisal theory of stress coping, the paper put forward a conceptual framework describing the mechanisms through which informal mentoring within the organization leads to change supportive behaviour among the individuals.Findings The conceptual model explains how informal mentoring within the organization develops optimism, resilience, self-efficacy and trust and facilitates change readiness among the individuals, which leads to change supportive behaviours in them. The paper also describes the influence of poor change management history and organizational identity threat on the relations.Research limitations/implications The paper explains the underexplored relationship between mentoring and change readiness. It also sheds light on the importance of exploring the micro-foundations of a macro-level phenomenon. Further research should focus on the differential effect of different forms of mentoring on change readiness.Originality/value The paper is developed based on the review of extant literature and applying the theoretical lens of appraisal theory of stress coping to the phenomenon. The paper explains the micro-foundation of the phenomenon and describes how informal mentoring would lead to a change supportive behaviour among the individuals.

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“…Survey of organizational readiness. The Organizational Readiness Tool (ORT) (Robertson et al, 2018(Robertson et al, , 2021 developed by the authors is a survey that includes 51 questions in eight domains (see examples of question items in Table 2). The ORT was designed to assess opinions about the organization's resources and approach for safety and health, communication related to safety and health, prior history with change initiatives, use of teams, climate for employee participation and ability to commit the time necessary for a HWPP.…”

Section: Instrument Developmentmentioning

confidence: 99%

A mixed-method approach to tailor the implementation of a participatory Total Worker Health^® program

Nobrega

Morocho

Robertson

et al. 2021

IJWHM

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PurposeTotal Worker Health® (TWH) programs, which represent a holistic approach for advancing worker safety, health and well-being, require an employer to adapt programmatic coordination and employee involvement in program design and delivery. Organizational readiness for such measures requires competencies in leadership, communication, subject expertise and worker participation. In the absence of documented methods for TWH readiness assessment, the authors developed a process to prospectively identify implementation facilitators and barriers that may be used to strengthen organizational competencies and optimize the organizational “fit” in advance.Design/methodology/approachThe mixed-method baseline assessment instruments comprised an online organizational readiness survey and a key leader interview; these were administered with key organizational and labor leaders in five US healthcare facilities. Findings about organizational resources, skills available and potential implementation barriers were summarized in a stakeholder feedback report and used to strengthen readiness and tailor implementation to the organizational context.FindingsThe research team was able to leverage organizational strengths such as leaders' commitment and willingness to address nontraditional safety topics to establish new worker-led design teams. Information about program barriers (staff time and communication) enabled the research team to respond with proactive tailoring strategies such as training on participant roles, extending team recruitment time and providing program communication tools and coaching.Originality/valueA new method has been developed for prospective organizational readiness assessment to implement a participatory TWH program. The authors illustrate its ability to identify relevant organizational features to guide institutional preparation and tailor program implementation.

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Designing an Organizational Readiness Survey for Total Worker Health® Workplace Initiatives

Cited by 5 publications

References 9 publications

Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

“Let's do it and not you do it”: role of mentoring in facilitating change supportive behaviour

A mixed-method approach to tailor the implementation of a participatory Total Worker Health^® program

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Designing an Organizational Readiness Survey for Total Worker Health® Workplace Initiatives

Cited by 5 publications

References 9 publications

Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

Using a Mixed Method Approach to Tailor the Implementation of a Participatory Total Worker Health® Program in Public Healthcare Facilities

“Let's do it and not you do it”: role of mentoring in facilitating change supportive behaviour

A mixed-method approach to tailor the implementation of a participatory Total Worker Health® program

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Product

Resources

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A mixed-method approach to tailor the implementation of a participatory Total Worker Health^® program