Managers’ social support: Facilitators and hindrances for seeking support at work

A qualitative study of factors that managers in small companies consider important for their wellbeing

PURPOSE

Given the importance of small businesses for society, and the significance of managers' wellbeing for employee health, leadership, and business performance, more knowledge is needed on the sources of managers' wellbeing. This study explored factors within the small business context that were perceived by managers to hinder or enable their wellbeing.

METHODS

Data were collected through qualitative semi-structured interviews with 20 managers from 12 small companies, and analysed with content analysis.

RESULTS

The factors that these managers in small businesses experienced as enhancing or hindering their personal wellbeing covered five categories: demands and resources in the daily managerial work, achievement of results, social factors, organizational factors, and individual factors.

CONCLUSIONS

The specific context of managerial work in small companies encompasses unique factors. For instance, the small company managers' wellbeing was affected by vulnerability due to the smallness of the business and the absence of available resources. Simultaneously, a small company context provided a strong social climate and close relationships with employees and customers that strengthened the managers' wellbeing. The findings suggest that the availability of financial, personnel, and organizational resources varies between small companies of different size, which may have implications for small business managers' work and wellbeing.

Leading well and staying psychologically healthy: the role of resources and constraints for managers in the healthcare sector

PURPOSE

Maintaining a healthy and productive workforce is a challenge for most organizations. This is even truer for health organization, facing staff shortages and work overload. The aim of this study is to identify the resources and constraints that influence managers' mental health and better understand how they are affected by them.

DESIGN/METHODOLOGY/APPROACH

A qualitative approach was chosen to document the resources, the constraints as well as their consequences on managers in their day-to-day realities. The sample included executive-, intermediate- and first-level managers from a Canadian healthcare facility. A total of 62 semi-structured interviews were conducted. The coding process was based on the IGLOO model of Nielsen et al. (2018) to which an employee-related level was added (IGELOO).

FINDINGS

Results highlight the importance of considering both resources as well as constraints in examining managers' mental health. Overarching context, organizational constraints and the management of difficult employees played important roles in the stress experienced by managers.

PRACTICAL IMPLICATIONS

The results offer a better understanding of the importance of intervening at different levels to promote better organizational health. Results also highlight the importance of setting up organizational resources and act on the various constraints to reduce them. Different individual strategies used by managers to deal with the various constraints and maintain their mental health also emerge from those results.

ORIGINALITY/VALUE

In addition to addressing the reality of healthcare managers, this study supplements a theoretical model and suggests avenues for interventions promoting more sustainable organizational health.

A concept analysis: Support for lay healthcare workers in HIV services, Bojanala District, North West

BACKGROUND

 Different lay healthcare workers play an important role in the retention of clients to human immunodeficiency virus (HIV) care. Retention to HIV care is crucial to promote treatment continuation, viral suppression and reduced risk of transmission. However, lay healthcare workers view and perceive support differently.

OBJECTIVES

 The aim of the study was to investigate perceptions of healthcare workers regarding support provided to lay healthcare workers in HIV services. This article is a report of a concept analysis of healthcare workers' support provided to lay healthcare workers in HIV services, that was collected during the study. A concept analysis was done to explore the support attributes, clarify meaning and to understand its use within the lay healthcare workers' context in Bojanala District, situated in the North West province of South Africa.

METHOD

 The initial phase was data collection from lay healthcare workers, their supervisors and clients on antiretroviral therapy. Thereafter, the eight concept analysis steps of Walker and Avant were followed. Peer-reviewed articles on the support concept were searched and guided by data saturation.

RESULTS

 Responsiveness, provision, reciprocity and integration are key characteristics of support.

CONCLUSION

 Despite support being an interpersonal process, it is perceived subjectively. Support is necessary to continuously promote growth or endurance during adverse times.Contribution: The concept analysis will provide common understanding of support and information that is responsive to the needs of different lay healthcare workers.

The well-being of young leaders: demands and resources from a lifespan perspective

Building on the job demand resources (JD-R) model, we examined the experience of work environment and well-being among young leaders in a two-wave survey study of 1,033 leaders within the private sector in Sweden. Our results reveal that young leaders report higher levels of burnout and lower rates of vigor compared to older colleagues. Further, they appraise demand and resources differently, perceiving higher emotional demands and less organizational support, and they seem to struggle with the leader role, seeing it as unclear and conflicting. Our findings underline the necessity of viewing the leader role from a lifespan perspective as well as considering age-specific aspects in the JD-R model. In practice, we urge organizations to improve prerequisites for young leaders by providing support and role clarifications to prevent impaired well-being and improve retention. By bringing leadership and lifespan studies together, we aim for a better understanding of what specific prerequisites young leaders need to thrive in the leader role thus showing how age matters and bring the field of research forward.

The effects of organizational silence on work engagement, intention to leave and job performance levels of nurses

BACKGROUND: Reducing the level of organizational silence can play an important role in the work-related decisions of nurses. However, to date a comprehensive study investigating the effect of organizational silence on work engagement, intention to leave, and job performance levels of nurses has yet to be conducted. OBJECTIVE: This study aimed to explain the effect of organizational silence on work engagement, intention to leave, and job performance of nurses. METHODS: The sample of the study consisted of 224 nurses. The Organizational Silence Scale, the Job Performance Scale, the Intention to Leave Scale, and the Work Engagement Scale were used to collect data in this study and the Pearson correlation test and regression tests were used in the data analysis. RESULTS: It was observed that organizational silence was negatively correlated with job performance (r = –0.455) and work engagement (r = –0.242), and positively correlated with intention to leave (r = 0.440) (p < 0.01). Regression analysis also illustrated that dimensions of organizational silence have a significant effect on job performance, intention to leave, and work engagement. CONCLUSION: A decrease in the organizational silence level of nurses is effective in decreasing intention to leave and increasing work engagement and job performance levels. Nurses should be able to express their opinions clearly towards other healthcare professionals and management and management should provide this working environment for nurses. To increase work engagement and job performance levels and decrease intention to leave, meetings and educational programs that reduce organizational silence might be developed at an organizational level by management.

Psychosocial work environment and health when entering or leaving a managerial position

BACKGROUND: Recruiting and retaining managers has become increasingly difficult in recent years, primarily because of a pressured work situation. A better understanding of managers’ work situation is required, and of the support they need. OBJECTIVE: The purpose of the study is to increase the understanding of managers’ psychosocial work environment and health by investigating individuals as they enter or leave a managerial position. METHODS: Longitudinal questionnaire data from 1971 individuals distributed across four groups were used: individuals who 1) entered or 2) left a managerial position between measuring points, and those who remained employed as 3) managers or 4) non-managers at both measuring points. RESULTS: Demands increased between the measuring points for those who entered a managerial position. Their resources and health were, however, rated higher than non-managers already before the transition. Demands decreased for those who left a managerial position, while their resources remained higher than non-managers. Health did not change by changing position. CONCLUSION: This study contributes to knowledge of what happens when someone enters or leaves a managerial position and increases the understanding of differences between managers and non-managers. Organizations should develop supportive strategies through talent management programs to help build resources in employees and future managers. Support should also aim to reduce the increased level of demands in newly hired managers.

Experiences of job demand and control: A study of first line managers in for-profit psychiatric and addiction care

BACKGROUND

The complex position of a first line manager is characterized by heavy workload and contradictory demands. Little is known about how first line managers experience demand and control in their work.

OBJECTIVES

The aim of this study was to explore experiences of demand and control among first line managers within psychiatric and addiction care.

METHOD

In the present study, interviews with ten managers in for-profit psychiatric and addiction care in Sweden were analyzed with a phenomenographic approach.

RESULTS

The managers experiences of demand and control implied varied and extensive responsibilities for a wide range of professions; regulation by organizational, economic, and political frameworks; creating balance in their work; and handling the emergence and consequences of acute crisis. These experiences of demand and control involved high and contradictory demands together with coexisting high and low levels of control. Many of their work characteristics could be described in terms of both demand and control.

CONSLUSION

The first line managers experiences of demand and control are more complex than implied by the job demand control theory. Our results suggest that the organizational position and branch should be considered when identifying health hazards in the work environment of first line managers.

Supporting Others Through Stressful Organizational Change

The purpose of the article is to explore the nature of support given to staff undergoing stressful organizational change and to determine the forms, antecedents, targets, and consequences of this support. Interviews in a wider study of changes in a New Zealand public health care authority produced the surprising finding that although 31 participants were asked about receiving support, 17 volunteered information on giving support to others. Various forms of support were given to different targets for various reasons and produced positive and negative outcomes for those providing support. Given that studies focusing on offering support during organizational change are extremely rare, our article, and the model it contains, makes a contribution to the literature on change, well-being, and support. The implications for practice are that organizations need to be aware of change’s potentially stressful impacts and make an extra effort to provide support without draining the resources of its employees.