1. Workplace Health A Model of Worklife Michael P. Leiter, PhD COR&D Acadia University

2. Centre For Organizational Research & Development  Services –Surveys –Research Support –Consulting –Measurement  cord@acadiau.ca

3. Topics  Model of Workplace Health –Intrinsic –Wellbeing –Fulfillment  Intervention Issues –Recovery cycles –Workplace design –Collaboration

4. Relationships with Work Burnout Work Engagement

5. Burnout and Engagement  Psychological Relationships With Work: MBI, MBI—GS –Energy –Involvement –Effectiveness  Continuum: Burnout To Engagement Energy Involvement Effectiveness BurnoutBurnout EngageEngage

6. Relationships with Work  Relationship Qualities –Distinct entities –Distinct values –Emotional charge  Dialogue –Reciprocity –Responsiveness

7. Wellbeing  Energy Dimension –Physical –Mental –Emotional  Exhaustion –Inherent distress –Implications for physical wellbeing –Implications for mental wellbeing

8. Connection  Involvement Dimension –Focused attention –Dedication –Flow  Enthusiasm  Trust

9. Fulfillment  Efficacy Dimension  Confidence  Creativity  Entrepreneurship –Profit initiatives –Social entrepreneurship  Caring  Leading  Sharing  Self Actualization

10. Relationships with Work Health v. Distress  Energy – Wellbeing v. Exhaustion  Involvement –Connected v. Distance  Efficacy –Confidence v. Discouraged

11. Model of Worklife Six Areas Structured Relationships

12. Manageable Demands Control Reward Teamwork Fairness Energy Involvement Efficacy Quality Service Employee Health Enthusiasm Progress Work Environment Burnout/ Engagement Impact Values

13. Manageable Demands Control Reward Teamwork Fairness Energy Involvement Efficacy Quality Service Employee Health Enthusiasm Progress Work Environment Burnout/ Engagement Impact Values

14. Areas of Worklife  Central Elements of Worklife  Structured Relationships –Basic role of control –Integrative role of values  Burnout/Engagement as Mediator –Experience defining outcomes  Self-Sustaining Cycles

15. Relationship Elements ReciprocityResponsiveness

16. Relationship Problems: Workplace Health Initiatives  High Priority: Workplace Health –Government –Administration –Nursing leaders  Assessment –Impact of Nursing Policy Reports –Hospital-based nurses –Eastern Canada

17. Priorities

18. Priorities

19. Change Over Past Year

20. Organizational Strategy: Listening and Responding  Priority Gap –Large gap, High exhaustion –Large gap, High cynicism  Evaluation of Change –Exhaustion: Negative correlation –Cynicism: Negative correlation –Efficacy: Positive correlation

21. Organizational Strategy: Listening and Responding  Priority Gap –Large gap, High exhaustion –Large gap, High cynicism  Evaluation of Change –Exhaustion: Negative correlation –Cynicism: Negative correlation –Efficacy: Positive correlation

22. Implications  Evaluation of Change –Reflecting decision maker priority –Reflecting low empowerment  Importance of Communication –Awareness of initiatives –Appreciation of limitations  Active Participation in Initiatives –More positive rating of Priorities –More positive rating of Change  Shared Values –Shared action produces shared values –Separate groups are cautious about one another

23. Models of Change  Context and Contingencies –Design an improved work environment –Reward positive action  Insight and Understanding –Educate employees on health –Train employees to use programs  Empowerment and Participation –Assess employees’ perceptions –Collaborate on generating solutions

24. Survey Process CommunicationResponsiveness

25. Organizational Strategy: Listening and Responding  Survey Process –Assessment –Interpretation –Action –Evaluation  Practitioner Research Collaboration –Practitioner: Important issue –Researcher: Sharing knowledge

26. Getting Acquainted  Defining issues  Gaining perspectives –Management to employees –Sites, shifts, occupations –Internal / external  Understanding objectives –What is currently measured? –Where are problems evident? –Where are solutions needed?

27. Step 1: Assessment  Formats –Interviews –Survey  Profiles –Company –Department –Individual  Benchmarking

28. Step 2: Interpretation  Collaborative Problem Solving  Areas of Worklife –Hot areas –Accessible  Targets –Energy –Involvement –Efficacy  Goals –Health –Productivity

29. Step 3: Action  Basic principles –Person-organization fit –Flexibility –Responsiveness  Ways of getting there –Policy & procedures –Communication –Value translation –Coaching  Scope of Activity –Individual –Team –Organization

30. Step 4: Evaluation  Follow-up survey  Stakeholder perception –Service recipients –Other employees  Impact measures –Participation –Health indicators –Customer satisfaction

31. Conclusion

32. Building Work Engagement  Worklife can work  Interventions –Enhancing Areas of Worklife –Indirect impact on  Energy  Involvement  Efficacy  Downstream Impact –Health –Fulfillment –Performance

33. Building Work Engagement  Qualities of Management –Reciprocity –Responsiveness  Models of Change –Recovery –Workplace Design –Collaboration