Variation, companionship and manageability important for recovery during working hours: A qualitative focus group study

Female managers' organizational leadership during telework: experiences of job demands, control and support

The frequent use of telework during the COVID -19 pandemic has created a more challenging work situation for managers who need to lead effectively in the virtual space, this especially concerns female managers. Therefor it is of importance to investigate female managers' experiences of job related demands, control and support within this work context. Accordingly, we investigated female managers' experiences of demands, control and support in their organizational leadership during telework. The present study used a deductive, theory-driven, qualitative approach with predetermined themes defined within the demand-control-support model. Data were collected by semi-structured interviews. The female managers had at least 50% of their working hours as telework. The results showed that the female managers experienced demands in terms of hard, fast or even excessive work in order to be available and solve complex problems, and control as varied work content, new learning, planning and decision freedom. Support was experienced in terms of attentive superior manager, good cooperation and helpfulness among colleagues. Theoretical and practical implications of the results are discussed in terms of telework situation for female managers.

Customized interventions improved employees' experience of recovery during the workday

BACKGROUND:

There is a lack of research regarding factors promoting recovery during the workday and effective interventions.

OBJECTIVE:

To evaluate how different intervention activities may impact employees’ experiences of recovery at the workplace.

METHODS:

Customized intervention activities based on qualitative results and a participatory approach were integrated among the employees at six primary health care centres (PHCCs; n = 166) during one year. Recovery and workplace factors were measured with a questionnaire at the start and end of intervention, and also in a control group (15 PHCCs; n = 328). Group differences were tested (Chi-2) and explanatory factors compared by logistic regression models.

RESULTS:

The proportion of employees reporting workday recovery increased in the intervention group (19.9%to 29.1%; p = 0.01), whereas the control group showed no significant change. Recovery was explained by self-reflection and reflection with co-workers. After intervention, having influence on work situation, energy-building experience, and opportunity for laughter also contributed significantly to recovery.

CONCLUSIONS:

The results contribute to work recovery research by confirming that a customized intervention may have an impact on employees’ recovery experiences. The study showed that considering the factors of reflection, influence, and companionship can positively impact workplace recovery.

Strengthened workplace relationships facilitate recovery at work - qualitative experiences of an intervention among employees in primary health care

BACKGROUND

The literature on workplace interventions focusing on recovery is scarce; hence this study intends to expand that knowledge. An intervention was run for one year, aiming at increasing the experience of recovery during the workday among primary health care employees. During the intervention, different forms of recovery activities were integrated into the daily work at six primary health care centres. The aim of this study was to explore the intervention process and its effects.

METHODS

After completion of an intervention, 39 employees in seven focus groups were interviewed about their experiences of the intervention. A semi-structured interview guide was used, and the qualitative analysis was conducted by systematic text condensation.

RESULTS

Despite different conditions and attitudes when the project was launched, the participants portrayed a positive outcome of the intervention at all six workplaces. Four promoting factors for intervention success were identified: support, legitimacy, customization, and simplicity. Also, three areas of improvement during the intervention period were described: the workplace climate, employee well-being, and recovery awareness, which in turn became promoting factors.

CONCLUSIONS

An intervention aiming at increasing workplace recovery can be promoted by support, legitimacy, customization, and simplicity. By using these promoting factors, health care workplaces can implement activity models which could increase employees' experiences of recovery during the workday. Positive effects on workplace climate and employee well-being can also be achieved.