"I'm pulling through because of you": injured workers' perspective of workplace factors supporting return to work under the Saskatchewan Workers' Compensation Board scheme

Background

Research demonstrates sustained return to work (RTW) by individuals on medical leave is influenced by personal and job resources and job demands. Relatively few studies have been conducted in the workers' compensation context that is known to have longer absence durations for RTW.

Aims

This study sought to illuminate workers' experience as they returned to work following a work injury that was either psychological in nature or involved more than 50 days of disability, with a focus on the co-worker, supervisor, and employer actions that supported their return.

Methods

Workers in Saskatchewan, Canada, with a work-related psychological or musculoskeletal injury, subsequent disability, and who returned to work in the last three years, were invited to complete an online survey comprising of free-text questions. Thematic analysis was used to explore participants' experiences.

Results

Responses from 93 individuals were analysed. These revealed that persistent pain, emotional distress, and loss of normal abilities were present during and beyond returning to work. Almost two-thirds indicated that the supervisors' and co-workers' support was critical to a sustained return to work: their needs were recognized and they received autonomy and support to manage work demands. By contrast, one-third indicated that the support they expected and needed from supervisors and employers was lacking.

Conclusions

Workers returning to work lacked personal resources but co-workers' and supervisors' support helped improve confidence in their ability to RTW. Supervisors and employers should acknowledge workers' experiences and offer support and autonomy. Likewise, workers can expect challenges when returning to work and may benefit from cultivating supportive relationships with co-workers and supervisors.

How does ethical leadership influence nurses' job performance? Learning goal orientation as a mediator and co-worker support as a moderator

BACKGROUND

Ethical nurse leaders play a pivotal role in helping their nurse employees deliver high-quality healthcare services. However, we still lack a comprehensive understanding of the mediating and moderating mechanisms by which ethical leadership improves job performance.

PURPOSE

This study aims to investigate: (1) whether ethical leadership would enhance nurses' job performance; (2) whether learning goal orientation acts as a mediator; and (3) whether co-worker support operates as a moderator.

PARTICIPANTS AND RESEARCH CONTEXT

We collected two-wave data from 218 nurses working in hospitals located in Jiangsu, China.

RESEARCH DESIGN

A time-lagged study based on an online survey design was utilized for data collection between September 2022 and January 2023. PROCESS Model 5 was employed to test the research hypotheses.

ETHICAL CONSIDERATIONS

We obtained ethics approval from the University Ethics Committee. The nursing participants were assured that their survey responses were completely anonymous.

RESULTS AND DISCUSSION

Ethical leadership is not significantly correlated with job performance. However, ethical leadership has an indirect impact on nurses' job performance through the mediator (learning goal orientation). Moreover, co-worker support moderates the relationship between ethical leadership and job performance.

CONCLUSION

The conceptual model provides us with a fine-grained understanding of the relationship between ethical leadership and nurses' job performance. We highlight the mediating role of learning goal orientation and the moderating role of co-worker support. We suggest that healthcare organizations should devote more efforts to promoting ethical leadership, co-worker support, and learning goal orientation.

Shared Leadership for Total Worker Health in the Construction Industry

OBJECTIVE

The purpose of this study is to investigate the organizational, supervisor, team, and individual factors associated with employee and leader perceptions of shared Total Worker Health (TWH) transformational leadership in teams. Methods: We conducted a cross-sectional study with 14 teams across three construction companies. Results: Shared TWH transformational leadership in teams was associated with employees and leaders' perceptions of support from coworkers. Other factors were also associated it, but it differed by position. Conclusions: We found that leaders may be focused on the mechanics of sharing TWH transformational leadership responsibilities and workers may be more focused on their internal cognitive abilities and motivations. Our results suggest the potential ways of promoting shared TWH transformational leadership among construction teams.

Relationships between perceived support types and the job satisfaction levels of nurses

PURPOSE

To identify the relationships between nurses' perceived support and their job satisfaction levels.

DESIGN AND METHODS

The sample of this descriptive and correlational study comprised 655 nurses working at a medical faculty hospital in Istanbul.

FINDINGS

A statistically significant positive relationship was detected between the total score means of nurses' job satisfaction and perceived administrative support (r = 0.275; p = .001; p < .01), perceived coworker support (r = 250; p = .001; p < .01) and perceived organizational support levels (r = 0.262; p = .001; p < .01). The linear regression model was found to be statistically significant (F = 24.625; p = .001; p < .01).

PRACTICE IMPLICATIONS

Training and corporate regulations (e.g., performance system involving promotion, reward, wages) for increasing nurses' perceptions for organizational support should be planned. Activities that increase nurses' perception of social support could also increase their job satisfaction.

Effects of Co-Worker and Supervisor Support on Job Stress and Presenteeism in an Aging Workforce: A Structural Equation Modelling Approach

We examined the effects of co-worker and supervisor support on job stress and presenteeism in an aging workforce. Structural equation modelling was used to evaluate data from the 2010 wave of the Health and Retirement Survey in the United States (n = 1649). The level of presenteeism was low and the level of job stress was moderate among aging US workers. SEM revealed that co-worker support and supervisor support were strongly correlated (β = 0.67; p < 0.001). Job stress had a significant direct positive effect on presenteeism (β = 0.30; p < 0.001). Co-worker support had a significant direct negative effect on job stress (β = -0.10; p < 0.001) and presenteeism (β = -0.11; p < 0.001). Supervisor support had a significant direct negative effect on job stress (β = -0.40; p < 0.001) but not presenteeism. The findings suggest that presenteeism is reduced by increased respect and concern for employee stress at the workplace, by necessary support at work from colleagues and employers, and by the presence of comfortable interpersonal relationships among colleagues and between employers and employees.

Job demands, job resources, and job performance in japanese workers: a cross-sectional study

This study investigated the cross-sectional association of job demands (i.e., psychological demands) and job resources (i.e., decision latitude, supervisor support, co-worker support, and extrinsic reward) with job performance. A total of 1,198 workers (458 males and 740 females) from a manufacturing company in Japan completed a self-administered questionnaire that included the Job Content Questionnaire, Effort-Reward Imbalance Questionnaire, World Health Organization Health and Work Performance Questionnaire, and demographic survey. Hierarchical multiple regression analyses were conducted. After adjusting for demographic characteristics, decision latitude (β=0.107, p=0.001) and extrinsic reward (β=0.158, p<0.001) were positively and significantly associated with job performance while supervisor support (β=-0.102, p=0.002) was negatively and significantly associated with job performance. On the other hand, psychological demands or co-worker support was not significantly associated with job performance. These findings suggest that higher decision latitude and extrinsic reward enhance job performance among Japanese employees.

What leads to the expectation to return to work? Insights from a Theory of Planned Behavior (TPB) model of future work outcomes

OBJECTIVE

This study used a Theory of Planned Behavior (TPB) model to identify the factors influencing the future work expectations and outcomes of employees with a musculoskeletal injury.

PARTICIPANTS

Australians with a compensable work injury (N=174), mean age=43.7 years, 53.2% male, 48.3% back injury , and 34.2% unskilled.

METHODS

A TPB model of the target behavior 'working, or continuing to work … three months from now' was constructed. A questionnaire measuring the model's components was completed at baseline and three-months follow-up.

RESULTS

The model met standard psychometric requirements. Attitude, Subjective Norm and Perceived Behavioral Control explained 76% of the variance in Behavioral Intention (<formula>R^{2}</formula>= 0.76, p< 0.001). Behavioral Intention (the expectation to return to work) explained 51% of the variance in work participation at follow-up (Nagelkerke <formula>R^{2}</formula>=0.51, p< 0.001; sensitivity=86.4%, specificity=71.2%). The strength of key influences on expectations varied according to employment status, but included the availability of modified duties, social aspects of work, the opinion of the treating doctor, co-worker support, pain, and functional limitations.

CONCLUSION

The TPG is a useful model and conceptual framework for integrating the biopsychosocial determinantsof return to work (RTW) and identifying the influences on future work expectations and outcomes.