Reducing sickness absence among public-sector healthcare employees: the difference-making roles of managerial and employee participation
Reducing sickness absence among public-sector healthcare employees: the difference-making roles of managerial and employee participation
StatusVoR
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Authors
Akerstrom, Magnus
Severin, J. Jacobi
Miech, E. J.
Wikström, E.
Roczniewska, Marta
Monograph
Monograph (alternative title)
Date
2024-02-27
Publisher
Journal title
International Archives of Occupational and Environmental Health
Issue
Volume
97
Pages
Pages
341-351
ISSN
0340-0131
ISSN of series
Access date
2024-02-27
Abstract PL
Abstract EN
Purpose: Evaluations of organizational-level interventions to prevent work-related illness have identified enabling factors, but knowledge of necessary and sufficient conditions for intervention success is needed. The aim was to identify difference-making factors that distinguish intervention groups with and without a positive intervention effect on sickness absence. Methods: An organizational-level intervention designed to decrease sickness absence by providing support from process facilitators was implemented at eight healthcare workplaces in Sweden between 2017 and 2018. We applied coincidence analysis (CNA) to analyze 34 factors and determine which factors were necessary and sufficient for a successful implementation of tailored interventional measures on an organizational level (dichotomous) and reduced sickness absence (trichotomous). Results: Two factors perfectly explained both the presence and absence of a successful implementation: “a high sense of urgency” and “good anchoring and participation from the strategic management”. The presence of either of these factors alone was sufficient for successful implementation, whereas the joint absence of both conditions was necessary and sufficient for the absence of successful implementation and an intervention effect. In addition, high employee participation was both necessary and sufficient for a high intervention effect. For organizations without high employee participation, successful implementation led to a medium-effect size. Conclusions: This study identified participation as a difference-maker in the implementation process. Participation from different stakeholders turned out to be important in different phases. When implementing organizational-level interventions, high participation from both strategic management and employees appears to be crucial in terms of the intervention’s effect on sickness absence.
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Keywords PL
Keywords EN
Process evaluation
Absenteeism
Workplace interventions
Organization
Work environment
Public sector
Organizational-level intervention
Coincidence analysis
Configurational comparative methods
Absenteeism
Workplace interventions
Organization
Work environment
Public sector
Organizational-level intervention
Coincidence analysis
Configurational comparative methods
Keywords other
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