Reducing sickness absence among public-sector healthcare employees: the difference-making roles of managerial and employee participation.
Absenteeism
Coincidence analysis
Configurational comparative methods
Organization
Organizational-level intervention
Process evaluation
Public sector
Work environment
Workplace interventions
Journal
International archives of occupational and environmental health
ISSN: 1432-1246
Titre abrégé: Int Arch Occup Environ Health
Pays: Germany
ID NLM: 7512134
Informations de publication
Date de publication:
Apr 2024
Apr 2024
Historique:
received:
05
09
2023
accepted:
16
01
2024
pubmed:
27
2
2024
medline:
27
2
2024
entrez:
27
2
2024
Statut:
ppublish
Résumé
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. 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). 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. 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.
Identifiants
pubmed: 38409534
doi: 10.1007/s00420-024-02048-0
pii: 10.1007/s00420-024-02048-0
doi:
Types de publication
Journal Article
Langues
eng
Sous-ensembles de citation
IM
Pagination
341-351Subventions
Organisme : AFA Försäkring
ID : 180069
Informations de copyright
© 2024. The Author(s).
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