Factors that foster or prevent sense of belonging among social and health care managers

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Findings -Among managers, six categories of factors that foster sense of belonging (open interaction, effective conversation culture, support and encouragement, common values, a shared vision of the work and its objectives and structure of leadership) and five categories of factors that prevent sense of belonging (negative work atmosphere, lack of common time, structural solutions in the organization, problems that occur in the organizational level and problems related to leadership and management) have been identified.Practical implications -The resulting information can be used to develop sense of belonging among managers at all levels of organization (horizontal and vertical).Originality/value -Paying attention to the quantity and quality of interaction and to structural solutions in the organization can affect the sense of belonging among frontline managers and middle managers.

Social- and healthcare managers' work wellbeing – literature review and key informant interviews

“…appreciation), trust and collaboration were considered important for work wellbeing. As shown before, trust, respect and appreciation were mentioned to be important to a sense of belonging among social and healthcare managers (Lampinen et al, 2018). Collaboration within the organization and with political decision makers was seen as a supportive factor for work wellbeing.…”

“…Mäkikangas et al (2011) found that job insecurity decreased occupational wellbeing, and our study confirms their finding. Furthermore, organizational changes may cause changes to the manager community (Lampinen et al , 2018) that may affect managers' work wellbeing negatively (Kokkinen and Konu, 2012). According to this study, short-sighted planning prevents social and healthcare managers' work wellbeing.…”

How does a sense of belonging develop in postsecondary? A conceptual Belonging in Academia Model (BAM) from sighted perspectives

“…According to the Oxford Dictionary, trust is defined as the 'firm belief in the reliability, truth, or ability of someone or something.' In a recent study looking at factors that foster sense of belonging among managers in social and health-care services, the concept of trust came up as an underlying theme (Lampinen et al, 2018). Additionally, a study examining factors that contributed to sense of belonging for commuter business students found that feeling empowered to contribute helps to develop sense of belonging (Whitten et al, 2017).…”

Experiences of staff working in a mental health trust during the COVID-19 pandemic and appraisal of staff support services

“…Moreover, fear of judgement was associated with perceived lack of support. Previous research indicates that when staff feel unable to be open with colleagues, it damages their sense of belongingness, which is an essential component of supportive workplaces (Lampinen et al, 2018). Consistent with review evidence (Sarre et al, 2018;Skakon et al, 2010), leadership moderated staff experiences of support at work; good leadership encompassed visibility and communication, whilst poor leadership resulted in invalidating experiences whereby staff felt underappreciated and disillusioned.…”