Healthcare Quality Improvement and ‘work engagement’; concluding results from a national, longitudinal, cross-sectional study of the ‘Productive Ward-Releasing Time to Care’ Programme

White, Mark; Butterworth, Tony; Wells, John

doi:10.1186/s12913-017-2446-2

Cited by 22 publications

(27 citation statements)

References 47 publications

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“…Overall, this does not appear to have had much impact on the 'engagement' of ward teams involved in this cohort. Final results from the evaluation in Ireland continue to highlight higher levels of 'engagement' in ward teams who participated in this phase of PW ward in Ireland compared to non-participating wards in a control group (White et al 2017b).…”

Section: Discussionmentioning

confidence: 94%

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Reported implementation lessons from a national quality improvement initiative; Productive Ward: Releasing Time to Care™. A qualitative, ward-based team perspective

2017

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Findings highlight five key aspects of implementation and management that will help facilitate successful adoption of large-scale, ward-based quality improvement programmes such as Productive Ward: Releasing Time to Care™. Utilising pre-existing implementation or quality frameworks to assess each ward/unit for 'readiness' prior to commencing a quality improvement intervention such as Productive Ward: Releasing Time to Care™ should be considered.

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Section: Discussionmentioning

confidence: 94%

“…Final results from the evaluation in Ireland continue to highlight higher levels of ‘engagement’ in ward teams who participated in this phase of PW ward in Ireland compared to non‐participating wards in a control group (White et al . b).…”

Section: Discussionmentioning

confidence: 99%

Reported implementation lessons from a national quality improvement initiative; Productive Ward: Releasing Time to Care™. A qualitative, ward-based team perspective

2017

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“…The duration of the interventions varied between overnight implementation (Van Steenbergen et al, 2017), half a day (Meyers & Van Woerkom, 2017) and 12 months (Schelvis et al, 2017;White, Butterworth & Wells, 2017), with seven conducted over 0-4 weeks, 15 over 5-8 weeks, nine over 2-6 months, and four over 6-12 months. The duration of one study was unclear (Coo & Salanova, 2017).…”

Section: Please Insertmentioning

confidence: 99%

“…Other forms of participation included a reflection and support group (Bishop, 2013), employees themselves addressing work issues and designing interventions through collaborative discussion and problem-solving (e.g. White et al, 2017), and participation in an exercise programme (e.g.…”

Section: Moderators Of Work Engagement Interventionsmentioning

confidence: 99%

“…Evidence statement 8: There is inconclusive evidence that interventions targeted at employees low in engagement will be most effective Evidence statement 9: There is promising evidence that intervention implementation, particularly in terms of fidelity, compliance, and participant satisfaction, moderates the effectiveness of interventions on work engagement Four studies reported organisational factors which may have impacted study implementation (Hengel et al, 2012;Knight, 2017b;Van Berkel et al, 2014;White et al,, 2017), one of which also reported a positive effect on engagement (White et al, 2017). Factors included organisational restructuring (Van Berkel et al, 2014), concurrent projects which affected the ability to draw causal conclusions, ward closure and a hospital being assigned 'special measure' status 2 (Knight, 2017b), and participants changing location / teams (Van Berkel et al, 2014).…”

Section: Strijk Proper Van Mechelen and Van Dermentioning

confidence: 99%

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Work engagement interventions can be effective: a systematic review

Knight

Patterson

Dawson

2019

European Journal of Work and Organizational Psychology

101

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Work engagement is associated with important individual and organisational outcomes (e.g., employee health and well-being, performance). This narrative systematic review aims to synthesise the increasing number of work engagement interventions and inform future research by exploring: (1) the specific intervention foci, delivery methods and content of engagement interventions; (2) intervention effectiveness; and (3) underlying mediators and moderators. A systematic search for interventions employing a validated engagement measure revealed 40 studies. Five were personal resource building, twelve job resource building, three leadership training, eighteen health promotion, and two job and personal resource building. Twenty (50%) studies observed significant positive effects on work engagement, two (5%) had a negative effect, and eighteen (45%) had no effect. Job and personal resources, job demands and well-being were important mediators. Moderators included the specific intervention focus and delivery method, employee participation, manager support, and intervention level (top-down vs bottom-up). Bottom-up interventions, and job crafting and mindfulness interventions particularly, were most successful. Implementation difficulties were common, including poor response and attrition rates, and adverse factors (e.g. organisational restructuring, redundancy, economic downturn). We highlight implications for research and practice and stress the need to test underlying theories to build knowledge around how, why, and when interventions work. Effectiveness of work engagement interventions new, in-depth insights and knowledge around the characteristics of engagement interventions, how and why they work, and the difficulties faced during their implementation. We provide a more detailed synthesis of the specific intervention foci, delivery methods and content of interventions, their quality (a term we use here to refer to study design & associated factors such as sample sizes & type of control group), degree of successful implementation and effectiveness. These factors are, as yet, underexplored in the literature. This knowledge is important for guiding the efficient deployment of resources towards interventions appropriate for specific contexts and participants and which are most likely to yield positive results. This review responds to a call by Bailey, et al. (2015) to further knowledge around which engagement interventions are most effective and under which conditions. The literature clearly demonstrates the benefit of a qualitative exploration of how and why interventions work, which can allow, for instance, a more detailed exploration of study quality and degree of intervention implementation. Nielsen and Miraglia (2017) highlight how qualitative evaluations prevent erroneous conclusions from purely statistical evaluations, guide analysis of underlying mediators and moderators, and can investigate what kinds of intervention components work in different contexts, and why. For example, need satisfaction could be a mediator ...

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Moderating role of enterprise social media use in work engagement

Sun

Jeyaraj

2022

Information Processing & Management

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Healthcare Quality Improvement and ‘work engagement’; concluding results from a national, longitudinal, cross-sectional study of the ‘Productive Ward-Releasing Time to Care’ Programme

Cited by 22 publications

References 47 publications

Reported implementation lessons from a national quality improvement initiative; Productive Ward: Releasing Time to Care™. A qualitative, ward-based team perspective

Reported implementation lessons from a national quality improvement initiative; Productive Ward: Releasing Time to Care™. A qualitative, ward-based team perspective

Work engagement interventions can be effective: a systematic review

Moderating role of enterprise social media use in work engagement

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