Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Ingelsrud, Mari Holm

doi:10.18291/njwls.v7i1.81403

Cited by 5 publications

(9 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Studies of the healthcare sector have shown higher exit rates following implementation of new workflows 10 and hospital mergers across occupational groups regardless of employee health. 11 Also, higher exit rates have been found, especially among senior employees, following merger of computer companies 9 in line with other findings of higher rates of voluntary early retirement among senior employees exposed to various types of reorganisation. 8 …”

Section: Introductionsupporting

confidence: 79%

“…This study found higher retirement rates following merger, change of management and relocation at the work-unit level 8 concurrent with the present findings. Among 54 787 hospital employees in Norway, Ingelsrud 11 found a higher exit rate from the hospital sector only in the second year following hospital merger, whereas we found higher exit rates in the first year after the work-unit merger. Exposure to employee layoff and budget cut were not significantly associated with higher rates of subsequent work-unit exit.…”

Section: Discussioncontrasting

confidence: 63%

See 1 more Smart Citation

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

et al. 2018

View full text Add to dashboard Cite

ObjectivesWe investigated work-unit exit, total and long-term sickness absence following organisational change among public healthcare employees.MethodsThe study population comprised employees from the Capital Region of Denmark (n=14 388). Data on reorganisation at the work-unit level (merger, demerger, relocation, change of management, employee layoff or budget cut) between July and December 2013 were obtained via surveys distributed to the managers of each work unit. Individual-level data on work-unit exit, total and long-term sickness absence (≥29 days) in 2014 were obtained from company registries. For exposure to any, each type or number of reorganisations (1, 2 or ≥3), the HRs and 95% CIs for subsequent work-unit exit were estimated by Cox regression, and the risk for total and long-term sickness absence were estimated by zero-inflated Poisson regression.ResultsReorganisation was associated with subsequent work-unit exit (HR 1.10, 95% CI 1.01 to 1.19) in the year after reorganisation. This association was specifically important for exposure to ≥3 types of changes (HR 1.52, 95% CI 1.30 to 1.79), merger (HR 1.29, 95% CI 1.12 to 1.49), demerger (HR 1.41, 95% CI 1.16 to 1.71) or change of management (HR 1.24, 95% CI 1.11 to 1.38). Among the employees remaining in the work unit, reorganisation was also associated with more events of long-term sickness absence (OR 1.15, 95% CI 1.00 to 1.33), which was particularly important for merger (OR 1.31, 95% CI 1.00 to 1.72) and employee layoff (OR 1.31, 95% CI 1.08 to 1.59).ConclusionsSpecific types of reorganisation seem to have a dual impact on subsequent work-unit exit and sickness absence in the year after change.

show abstract

Section: Introductionsupporting

confidence: 79%

Section: Discussioncontrasting

confidence: 63%

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

et al. 2018

View full text Add to dashboard Cite

show abstract

“…We assessed the sensitivity of EFW by analyzing associations between changes and company exit. These associations attenuated compared to results in table 4, but some change measures, including merger, remained significantly associated with company exit, which is contrary to previous findings (10). Not examining EFW during or before the organizational changes occurred could have underestimated the results.…”

Section: Strengths and Limitationscontrasting

confidence: 93%

“…However, there seems to be a downside to organizational changes in terms of poor employee health and well-being (1)(2)(3)(4)(5)(6). Elevated rates of employee exit (ie, turnover) from the workplace following reorganization have been reported consistently in the literature (7)(8)(9)(10)(11)(12)(13), and studies suggest that organizational changes may have a dual impact on employee exit and health (11,14). Specifically, quarterly employee-exit rates increased from 3.1% to 3.4% after implementation of new healthcare workflows (9), andrelative to no changeexcess employee-exit rates of 15-50% have been demonstrated in the years following merger, splitup, relocation, change of management, and >3 changes performed simultaneously in the healthcare sector (11,12).…”

mentioning

confidence: 99%

Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis

Jensen

Flachs²,

Skakon³

et al. 2018

Scand J Work Environ Health

View full text Add to dashboard Cite

Objectives Organizational changes are associated with higher rates of subsequent employee exit from the workplace, but the mediating role of social capital is unknown. We examined the associations between organizational changes and subsequent employee exit from the work unit and mediation through social capital. Methods Throughout 2013, 14 059 healthcare employees worked in the Capital Region of Denmark. Data on work-unit changes (yes/no) from July‒December 2013 were collected via a survey distributed to all managers (merger, split-up, relocation, change of management, employee layoff, budget cuts). Eight employee-reported items assessing social capital were aggregated into work-unit measures (quartiles: low-high). Data on employee exit from the work unit in 2014 were obtained from company registries. Results We found a somewhat higher rate of employee exit from the work unit after changes versus no changes [hazard ratio (HR) 1.10, 95% confidence interval (CI) 1.01-1.19] and an inverse dose‒response relationship between social capital and employee-exit rates (low versus high: HR 1.65, 95% CI 1.46-1.86). We also showed a higher risk of low social capital in work units exposed to changes [low versus high: odds ratio (OR) 2.04, 95% CI 1.86-2.23]. Accounting for potential mediation through social capital seemed slightly to reduce the association between changes and employee-exit rates (HR 1.07, 95% CI 0.98-1.16 versus HR 1.10). Conclusions Work-unit organizational changes prospectively predict lower work-unit social capital, and lower social capital is associated with higher employee-exit rates. Detection of weak indications of mediation through social capital, if any, were limited by inconsistent associations between changes and employee exit from the work unit.

show abstract

“…In these cases, excessive psychotropic prescription rates are found after a change in management or employee lay-off, as such changes may elevate uncertainty about future employment [ 34 ]. Hospital mergers have, also, a significant effect on long-term sickness absence of the employees in an early phase of the process and, later, from 2 to 4 years after mergers [ 33 , 60 , 61 ]. Evidence supports an association between psychosocial stress and risk of depression, anxiety, and disturbed sleep at the beginning of the merger process.…”

Section: Discussionmentioning

confidence: 99%

Administration of Strategic Agreements in Public Hospitals: Considerations to Enhance the Quality and Sustainability of Mergers and Acquisitions

Monteros

Castro-Torres

Gómez‐Salgado

et al. 2021

IJERPH

View full text Add to dashboard Cite

Merger processes between hospitals have high benefit potential for patients, staff and managers. This integration of health centres can improve the quality and safety in patient care. Additionally, cooperative processes enhance the sustainability of the health system, by increasing team spirit, giving innovative ideas and improving staff satisfaction. In this article, the critical factors for successful hospital mergers and acquisitions in the Public Health System were considered to develop a brief guide to help with the organisation of a merger process. Five sections were designed: Strategic administration and objectives, Staff management, New hospital complex structure, Processes and Results. This guide facilitates the communication between a variety of stakeholders, thus improving the engagement between all members of the new healthcare system. This could be particularly important for countries with large regional variance in the organisation of health care and resources.

show abstract

Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Abstract: This article investigates the probability of turnover to three destinations following hospital mergers:

Cited by 5 publications

References 38 publications

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

Longitudinal associations between organizational change, work-unit social capital, and employee exit from the work unit among public healthcare workers: a mediation analysis

Administration of Strategic Agreements in Public Hospitals: Considerations to Enhance the Quality and Sustainability of Mergers and Acquisitions

Contact Info

Product

Resources

About