Work Stress Interventions in Hospital Care: Effectiveness of the DISCovery Method

Niks, I.; Jonge, Jan de; Gevers, Jmp Josette; Houtman, I.L.D.

doi:10.3390/ijerph15020332

Cited by 25 publications

(39 citation statements)

References 42 publications

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“…Healthcare institutions are likely to comprise competing and overlapping professional groups, and a key challenge is to consider carefully the impact of change on specific groups (e.g. doctors, nurses, and other health professionals and managers) and to design appropriate policies [28,33].…”

Section: Discussionmentioning

confidence: 99%

Developing Stress Management Programs in a Public Primary Healthcare Institution: Should We Consider Health Workers’ Sociodemographic Groups?

Dudutienė

Juodaitė-Račkauskienė

Stukas

2020

Medicina

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Background and Objectives: An essential part of occupational stress management is identifying target groups and developing a wellbeing program that tailors interventions to the specific needs of the target groups. This study aims to explore whether psychosocial risk determinants and organizational intervention objects differ across employees’ groups based on sociodemographic factors in a Lithuanian public primary healthcare institution. Methods: All 690 health workers of the institution were invited to participate (response rate 68%) in a cross-sectional survey between February and March 2017. The questionnaire contained items related to sociodemographic factors (gender, age, job seniority, education, and occupation), 14 psychosocial risk determinants, and 10 organisational intervention objects. Results: The results of the study showed that differences by gender were not statistically significant except for one organisational intervention object (work–life balance). Only a few organisational intervention objects (justice of reward, matching to the job demand, and variety of tasks) had mean rank scores differing statistically across age and job seniority groups. Five organisational intervention objects (work–life balance, variety of tasks, communication, manager feedback, and stress management training) had mean rank scores differing statistically across education groups, and all organisational intervention objects (except stress management training) had mean rank scores differing statistically across occupational groups. Regarding psychosocial risk determinants, excessive work pace had mean rank scores differing statistically across age and job seniority groups. Four (overtime, unclear role, conflicting roles, and being under-skilled) and six psychosocial risk determinants (work overload, overtime, tight deadlines, unclear role, being under-skilled, and responsibility) had mean scores differing statistically across education and occupational groups, respectively. Statistical significance was considered with p-value < 0.05 and 95% confidence interval. Conclusions: The findings showed that different psychosocial risk determinants and organizational interventional objects were emphasized by different sociodemographic groups in the institution, but they did not impact groups in the same measure. Therefore, it is crucial to start by determining the risk group’s specific needs before developing and implementing stress management programs.

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Section: Discussionmentioning

confidence: 99%

Developing Stress Management Programs in a Public Primary Healthcare Institution: Should We Consider Health Workers’ Sociodemographic Groups?

Dudutienė

Juodaitė-Račkauskienė

Stukas

2020

Medicina

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“…The participatory group will be led by researchers with expertise in occupational health and PAR approaches. The effectiveness of PAR approaches has been demonstrated in various intervention studies [ 31 , 32 ].…”

Section: Methodsmentioning

confidence: 99%

“…1. Recovery during work: Recovery during work will be measured using 3 items, which reflect the cognitive, emotional, and physical dimension of detachment from work [ 31 , 33 ]. A sample item is as follows: “During a work break, I think of things other than work.” Items will be scored on a 5-point frequency scale ranging from 1 (never or very rarely) to 5 (very often or always).…”

Section: Methodsmentioning

confidence: 99%

Promoting Employees’ Recovery During Shift Work: Protocol for a Workplace Intervention Study

2020

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Background Shift work can be demanding owing to disturbances in the biological and social rhythms. This can cause short-term negative effects in employees, such as increased fatigue and reduced alertness. A potential way to counteract these negative effects is to enhance employees’ recovery from work during working hours. Objective The aim of this study is to develop and implement an intervention that focuses on promoting “on-job” recovery of shift workers. Methods This study is performed in 2 department units with shift workers at a multinational company in the steel industry. For each department, an intervention will be developed and implemented through an iterative process of user-centered design and evaluation. This approach consists of various sessions in which employees and a project group (ie, researchers, line managers, human resource managers, and occupational health experts) provide input on the intervention content and implementation. Intervention effects will be evaluated using pretest and posttest web-based surveys. Digital ecological momentary assessment will be performed to gain insight into the link between the intervention and daily within-person processes. The intervention process and participants’ perception of the interventions will be assessed through a process evaluation. Intervention results will be analyzed by performing mixed model repeated measures analyses and multilevel analyses. Results This study is supported by the Netherlands Organization for Applied Scientific Research Work and Health Research Program, which is funded by the Ministry of Economic Affairs and supported by the Dutch Ministry of Social Affairs and Employment, program number 19.204.1-3. This study was approved by the institutional review board on February 7, 2019. From June to August 2019, baseline data were collected, and from November to December 2019, the first follow-up data were collected. The second follow-up data collection and data analysis are planned for the first two quarters of 2020. Dissemination of the results is planned for the last two quarters of 2020. Conclusions A strength of this study design is the participatory action approach to enhance the stakeholder commitments, intervention adherence, and compliance. Moreover, since the target group will be participating in the development and implementation of the intervention, the proposed impact will be high. In addition, the short-term as well as the long-term effects will be evaluated. Finally, this study uses a unique combination of quantitative and qualitative evaluation methods. A limitation of this study is that it is impossible to randomly assign participants to an intervention or control group. Furthermore, the follow-up period (6 months) might be too short to establish health-related effects. Lastly, the results of this study might be specific to the department, organization, or sector, which limits the generalizability of the findings. However, as workplace intervention research for shift workers is scarce, this study might serve as a starting point for future research on shift work interventions.

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“…Occupational psychologists and public health and safety bodies have drawn attention to such tendencies and sought to develop richer perspectives. For example, Kompier et al (2000) gauged that psychosocial work characteristics are too often neglected as organizations focus more on the effects of the stress than on its causes. Associated with this, others have pointed to the fact that, where interventions have been made, they have predominantly been stress-management programs aimed at individuals -for example, the provision of employee assistance programs, exercise classes, and training in coping skills or time management (Cox et al, 2007).…”

Section: Assessing the Risk Of Stress In Organizationsmentioning

confidence: 99%

Assessing the Risk of Stress in Organizations: Getting the Measure of Organizational-Level Stressors

et al. 2019

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Great Britain's Health and Safety Executive (HSE) developed the Management Standards Indicator Tool to help organizations to assess and monitor organizational risks of work-related stress through surveying employees about the psychosocial risks for stress in their jobs. The use of employee-level data for deriving an organizational-level measure of psychosocial risks assumes that the constructs have equivalent meanings at different levels. However, this isomorphic condition has never been tested and this study fills this gap. Using data collected by the Italian Workers' Compensation Authority (INAIL) from 66,188 employees nested in 775 organizations, we demonstrate that the organizational-level measure representing the seven dimensions of the Management Standards Indicator Tool is equivalent, though not identical, to the individual-level measure. This implies that the organizational level is not a mirror of the aggregation of the individual level, and that the risk of work-related stress in an organization may derive not simply from bottom-up processes, but may be generated by top-down influences (e.g., organizational policies). Interventions may then be meaningfully targeted at the organizational level in the expectation that they will reduce the risk of work-related stress among the entire workforce, the valid measurement of which can be performed through the HSE's Management Standards Indicator Tool.

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Work Stress Interventions in Hospital Care: Effectiveness of the DISCovery Method

Cited by 25 publications

References 42 publications

Developing Stress Management Programs in a Public Primary Healthcare Institution: Should We Consider Health Workers’ Sociodemographic Groups?

Developing Stress Management Programs in a Public Primary Healthcare Institution: Should We Consider Health Workers’ Sociodemographic Groups?

Promoting Employees’ Recovery During Shift Work: Protocol for a Workplace Intervention Study

Assessing the Risk of Stress in Organizations: Getting the Measure of Organizational-Level Stressors

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