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A wellness strategy implemented in an organisation
The document outlines a strategy to promote well-being for staff working with acquired brain injury patients. It analyzes job demands and resources using the Job Demands-Resources model. It identifies common job demands such as stress, extra roles, and lack of appreciation. Resources include meaningful work and feedback. The strategy proposes interventions targeting both job demands and resources at the individual and organizational level. This includes job crafting, increasing feedback, appreciation, and control. Training in mindfulness, strengths use, and the JD-R model is also recommended. Regular reviews and promoting employee assistance aims to support well-being in a sustainable way. Limitations in generalizing from a small sample are noted.
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A wellness strategy implemented in an organisation
- 1. ‘The Way toWell - Being’ A Wellbeing Strategy for Staff Working with an Acquired Brain Injury Population
- 2. Brain InjurySpecialism programme provides services through the below: Brain Injury Specialism Programme
- 3.
- 4. Outcomes “The hospital fixedmy body but this service brought normality back to my life” -Anto, ex Headway Service User Returning to work allowed me to reach my main goal and objectives. With the assistance of this service, I was able to make my dream a reality. I could not have done it alone.” - Mario, Service User
- 5. Implications for staff Clients presentation: Broad range of cognitive, behavioural, emotional and interpersonal difficulties Intensive interventions are often required, often extended and repetitive Frequently clients have limited awareness of the nature of the difficulties, the impact on everyday life or the need for rehabilitation Persistent anger, frustration and aggression particularly difficult to manage (Witting, Tilton-Weaver, Patry and Mateer 2003) High degree involvement: Clients with dual diagnosis, cognitively impaired older adults Frequent contact often with resistant clients with reduced insight into their difficulties and rehabilitation needs Associated with: Greater emotional exhaustion, Depersonalisation, Decreased sense of competence or that work is significant (Witting et al, 2003) Complex relationship within ‘Helping Professions’ (Stamm, 2005)
- 6. Formulation of questions Critical Incident technique (Flanagan, 1954) Used within qualitative health care research (Perry, 1997,Crouch, 1991), Specifically used with staff working with ABI population effective and ineffective team work (Suddick and De Souza, 2007)
- 7. Interview format SemiStructure interviews x 3 2 questions based on CIT Followed by series of open ended questions on General well being Physical health Rewards and recognition Stress management Uncovered themes: Making a difference through work Extra roles Relationship with manager Appreciation of the work itself Stress Resource Management Feedback
- 8. Job Demands-Resources Model(Baker & Demerouti, 2007) Mental Emotion al Physical Etc. Support Autonom y Feedbac k Etc Job Demands Strain Job Resources Motivation Organizational Outcomes Bakker & Demerouti, 2007 The Job Demands-Resources Model This model can be applied to many organisational settings regardless of the specific demands and resources
- 9. Job Demands Examples: Timepressure, heavy workload, Stress, role ambiguity, emotional labour, poor relationships Job Demands Physical, psychological, social or organisational features related to psychologist cost Themes Additional roles Relationship with manager Stress Lack of feedback Employees Examples Emotional nature of the job taken for granted. Lack of support and understanding from management. Important work undermined by petty administrative tasks/ problems.
- 10. Job Resources Examples: Autonomy,strong work relationships opportunities for advancement. Job Resources Physical, psychological, social or organisational features of a job that help achieve work goals, reduce job demand and stimulates personal growth learning Themes Appreciation of the work itself Positive Feedback Meaningful work. Employees Examples Relationships with colleagues Supportive team Doing things outside of work that help them relax Being organised.
- 11. Job Demands- ResourcesModel (Bakker & Demerouti, 2007) Two psychological processes play a part in the development of motivation and job strain Job Strain – health impairment process: Chronic job demands and poorly designed jobs – can lead to exhaustion. Motivation- Adequate resources have motivational potential – can lead to high work engagement and excellent performance.
- 12. Job Demands-Resources Model The relationship between job demands and resources is also important The model suggests that job resources may act as a buffer for job demands. In terms of the staff at Headway, although their job demands are high, they also have considerable resources that help to balance their feelings of well-being at work. HIGH MOTIVATION LOW STRAIN HIGH MOTIVATION HIGH STRAIN LOW MOTIVATION LOW STRAIN LOW MOTIVATION HIGH STRAIN JOB RESOURCES LOW HIGH JOB DEMANDS LOW
- 13. Interventions on thebasis of the JD-R Model Job Crafting Job Redesign Training Strengths Based Personal Resources Organisation Level Intervention Target InterventionLevel Job Demands/Job Resources Bakker & Demerouti (2014) The most effective interventions combine specific measures at the organisational and individual levels (Kompier, Cooper & Geurts, 2000) Individual Level
- 14. Job Demand: Issueswith Management Unfair treatment and negative communication by managers Shift from employee production to: Employees finding ways to control their emotion Finding ways to diffuse the current situation with their superiors Hirigoyen (1998) as cited in Sandvik, 2003
- 15. Reason : Ifemployees cannot advise their superiors of issues that may arise, the company is left without an initial warning system (Beer & Eisenstat, 2000) that may lead to loss of capital. Recommendation: Ensuring that manager are aware of the effects of managing personnel within the workplace, or training managers in effective communication and consultation. Proposed result: When managers develop a relationship-focused approach to their interaction with employees, it is evident that employee satisfaction in the workplace increases, and the possibility of employees resigning decreases (Atwater & Brett, 2006). Organisational Level Intervention - Modify Management Practices
- 16. Job Demand: Stress Definedas : The perception that one cannot cope with their current situation, or cope with an imminent decline in their well- being. Lazarus, R.S. (1966). Psychological stress and the coping process. New York: McGraw- Hill. Employees’ current way of dealing with stress Walking Aqua Fit Comedy gigs Colleagues
- 17. Mindfulness: Being fully awarein the present moment, non-judgmentally – Be aware of actions and emotions – Increases our ability to prioritize, focus, and make life choices that are consistent with our values • Associated with decreased stress and improved mental & physical health Grossman, P., Niemann, L., Schmidt, S., & Walach, H. (2004). Mindfulness-based stress reduction and health benefits: A metaanalysis. Journal of Psychosomatic Research, 57, 35-43 Recommendation: Individual Level Intervention – Mindfulness (Formal or Informal)
- 18. Reason : Attimes, managers and subordinates perceive their tasks to be separate and leading to independent goals (Tjosvold, 1989). When goals are definite and seen as a challenge to be faced as a united front, managers and subordinates develop relationships that create cohesion and thus success for the organization (Tjosvold, 1981 as cited in Tjosvold, 1989). Proposed result: Cooperation rather than competition leads to collaboration. It is the result of reciprocated support and direct communication between the members which instills a sense of camaraderie among employees. This cooperation creates a culture that encourages the circulation of resources, and advocates for a mutual direction to be withheld within the workplace (Beer & Eisenstat, 2000). Create a shared vision with the mind set of leading by example through all behaviors and actions at work. Further recommendation:
- 19. Job Demand: Extraroles Extra roles Unpredictable and outside job description Need to anticipate what might happen within the structure of the organisation, and clearly understand role within it - Environmental clarity Uncertainty leads to discomfort particularly when related to decision makers Warr (2007) Lack of sense of control Detrimental to performance which impacts in turn on wellbeing Numerous studies show positive associations between aspects of environmental clarity and well being ‘when you have your own set program for the day and then something kind of comes in out of the blue, it’s an extra thing that can be difficult or stressful at times to manage that’
- 20. Recommendation: Optimise jobdemands by increasing environment clarity. Roles and expectations should be clearly defined, discussed and formalised as roles are assigned and adapted over time. Incorporate an update of employees job roles into regular appraisals including Proposed result Increased clarity of job expectations and development of achievable jobs with clear goals Increased level of communication and information sharing which are both shown to correlate positively with eudemonic and evaluative wellbeing (NEF, 2014) Conflicting tasks or unclear information regarding work related explanations, rules and policies High demand jobs Considerable effort Sense of constant uncertainty and experience higher levels of burnout (Witting et al, 2003) Importance of examining possible ways to reduce demands such as role ambiguity (Bakker et al, 2014). Organisational Level Intervention - Environmental clarity
- 21. Organisational Level Intervention- Increase Sense of Control Recommendation: Encourage employee sense of control and autonomy. Staff should be afforded and encouraged to exercise control in carrying out their roles Managers should work to foster trusting relationships between themselves and their employees, and support staff to exercise control over their own roles (Through job crafting and use of strengths) Encourage employees to contribute to the wider organisation by requesting and seriously considering feedback Proposed result: If implemented well this could ultimately free up time for managers and the potential impact in terms of job satisfaction are significant Autonomy Positively associated with wellbeing Capabilities more visible When employees are able to organise their own work, apply own ideas and able to influence decisions around them
- 22. Individual Level: JobCrafting Recommendation: Provide Job crafting training in which employees learn to proactively change their own work environment (Tims , Bakker & Derks, 2012) using the Job Crafting questionnaire (Slemp& Vella-Brodrick , 2013) Proposed results: This will facilitate the following (Tims et al, 2012) Increasing structural job resources Increasing social resources Increasing (challenging) job demands Decreasing (hindrance) job demands Well designed jobs and working conditions have been shown to facilitate employee motivation and reduce stress. Increased in structural and social resources Increased work engagement and job satisfaction Job crafting
- 23. Job Resource: Appreciation Whatis it? “An emotion which occurs after people receive aid which is perceived as costly, valuable, and altruistic.” Why is it important to show appreciation? A study of over 1,700 people found that more than half of all employees intended to search for new jobs because they felt underappreciated and undervalued. (APA, 2012) “I think this is me being really honest about it, because if it is not being recognised and this is what I’m doing, then how long is that sustainable for? And is this something I can do for the rest of my life?”- Interview
- 24. Benefits of Appreciation • Increasedproductivity • Increased engagement among colleagues • Loyalty to organisation • Higher loyalty and satisfaction rates from clients • Positive organisational attitude and relationships Tower Watson- “the single highest determinant for engagement is whether or not employees feel that their manager is genuinely interested in their wellbeing.” “More consistent acknowledgement and a kind approach” would make workplace wellbeing better.- Interview
- 25. It’s the littlethings… • Say thanks to clients, co-workers, and senior staff • Change your attitude • Learn to give and receive compliments • Learn to show gratitude • Deliberately infuse culture from top to bottom with an ‘attitude of gratitude.’ • Remember, this is a two way street. Organisational & Individual Intervention – Increase levels of appreciation
- 26. Job Resource: Meaningfulwork • Individual Level intervention: acknowledging making a difference through your work. • Csikszentmihalyi (1990) attempted to define meaning by coming up with three concepts: • Having a purpose or the significance of something • The intentions one holds • Identifying or clarifying the term in context. (Chalofsky, N. (2003). An emerging construct for meaningful work. Human Resource Development International, 6(1), 69-83.)
- 27. Individual Level Intervention– Acknowledging Making a difference through your work At Headway all of our interviewees believed that their work with this client group was meaningful Gayle (1997) stated that both humanistic psychologists and motivation theorists believed that individuals need a work life they think is meaningful Shamir (1991) suggested that a task can be motivating depending on its meaning to the individual, rather than for any rewards associated with it. (Chalofsky, N. (2003). An emerging construct for meaningful work. Human Resource Development International, 6(1), 69- 83.)
- 28. What is feedback? Types ofFeedback Formative Summative Positive Constructive Who can give feedback? Direct management/supervisors Customers/clients Co-workers/peers The organisation as a whole Helpful information or criticism that is given to someone to say what can be done to improve a product, service, performance, etc. (Webster Dictionary) Organisational & Individual Intervention – Increase mechanisms for feedback
- 29. What happens whenpeople don’t get feedback 1. Tend to either be overly critical or self- congratulatory 2. Lack of self-awareness 3. Reduced well-being
- 30. Benefits of feedback •Manager feedback leads to: • Increased feelings of employee motivation and energy • Employee satisfaction • Employees identifying with the organisation • Increased employee loyalty • Improved performance and productivity • Promotion of professional and personal growth • Decrease in organisational costs • Client feedback leads to: • A significant increase in employee morale and motivation • Experience and education of employees “So that can be very rewarding- that immediate feedback you get.”- Interview
- 31.
- 32. Summary of Interventionson the basis of the JD-R Model Job Crafting -Use of job crafting -Increase means of finding meaning in work -Increase means of giving feedback Job Redesign - Modify Management Practices -Environmental Clarity -Increase sense of control -Increase means of feedback Training -Mindfulness -RD-M training for Management -Wellbeing Psycho education Strengths Based -Working with Strenghts Personal Resources Organisation Level Individual Level Intervention Target InterventionLevel Job Demands/Job Resources Bakker & Demerouti (2014)
- 33. Limitations 1. It isdifficult to control for all of the variables within the organisation when using the JD-R model. 2. Our sample size was small, and the three members of staff that we interviewed each had different roles within the organisation, therefore limiting our access to the overall employee sample. 3. Interviewees were aware that the results from the study were being fed back to the organisation. 4. The use of strengths based interventions have not yet been scientifically validated, despite its contribution to wellbeing research, resulting in promising findings. (Bakker & Demerouti, 2014)
- 34. How this couldlook in practice.. Training Access to advice In company routines • Job Demands –Resource Model Awareness Training for Management team • Increased promotion of Employee Assistance Programme • Wellbeing as a standing agenda item (both management and team level) • Wellbeing Psycho – education including awareness of JD-R model • Mindfulness (formal/informal) • Development of Informal Peer Support Networks (increase sense of meaning in work) • Regular Performance Reviews (increased environmental clarity, feedback, appreciation, sense of control) • - Incorporate use of strengths • Job Craft awareness training • Strengths use awareness training Positive Psychology Intervention and ongoing promotion (NEF postcards promotion – ‘Have you tried a way today?’) (not found in study but recommended)
- 35. Pre and postmeasure
- 36. Perfect Timing! March 27thIrelands First National Workplace Well Being Day