Well-being at work: factors increasing and
decreasing well-being in care work
The Quality of Substitute Care
Well-being at work – a happy affair?
Satisfaction – productivity – worsening of work life
Developing
Individual and work community points of view
Early intervention, joint responsibility
Pertti Laine
3/2008
Tukkk, Porin yksikkö
Everybody benefits....
Well-being at work – a happy affair?
National economy by better productivity, employment rate and
a sustainable social security system
Employers by better productivity and lesser costs
Work communities and superiors by more harmonious work
communities and better committed employees
Individuals by better health and happiness and work as
a balance for personal life
Why is it then that not everyone is eager
to work for the same goal or try and go the easy way...?
Pertti Laine
3/2008
Why is it then that not everyone is eager to work
for the same goal or try and go the easy way...?
Well-being at work is related to the fundamental basics of work life:
work load, factors concerning the contents and meaningfulness of work,
work environment and leadership – the challenge may easily seem too big.
It is easier to arrange Nordic walking activities.
Work life is after all steered following the logic of fast gains:
the above mentioned fundamentals require time as well as investments
It is possible yet very difficult to produce permanent lifestyle changes
on an individual level – cf. challenges for the public health
(cigarettes, alcohol, fat, physical exercise)
We don’t know how and can’t be bothered to perform long-term
developmental processes. Projects come and go and are never finished…
Lack of time dominates all development
Pertti Laine
3/2008
What does well-being at work mean?
What do you think when you hear
the words ”well-being at work”?
What does well-being at work mean?
Pertti Laine
3/2008
What does well-being at work mean?
Usually people think of well-being at work as an emotional state...
”Well-being at work is being happy about coming to work in the morning”
” Well-being at work is being able to succeed and be proud of one’s work”
” Well-being at work is ever facing new challenges and having the chance
to learn new things.”
” Well-being at work is a feeling of making a difference and having
the respect of others”
(Lähde: Otala & Ahonen 2003)
Pertti Laine
3/2008
What does well-being at work mean?
Usually people think of well-being at work as an emotional state...
”... that you don’t check the time every five minutes to see when this torture is
going to end... but there being something... You don’t have to love your job
but you’ve got to enjoy it enough to be able to be there...”
(chief shop steward, process industry)
”... that you’re not upset about going to work....You shouldn’t spend your day
waiting for the clock to hit two so you can get out of there... It shouldn’t be about
waiting to get home... just so you like it enough to hang in there...”
(safety representative, process industry)
Pertti Laine
3/2008
Well-being <–> Happiness
”A happy human being”, consider the following:
A human being has an eudaimonistic urge to be happy.
This urge steers our choices either consciously or unconsciously.
Which are the most important happiness factors in Finland
(EVA report 2005 / Nars 2006)
Which are the most important happiness factors
for you /your group?
Pertti Laine
3/2008
1
The most important happiness factors in Finland
(EVA report 2005 / Nars 2006)
Pertti Laine
3/2008
1.
Family life, good family relationships
2.
Good health
3.
Good friendships and relationships in general
4.
Love: to love and to feel loved
5.
Safe minimum income
6.
Interesting work, pleasant work place
7.
Permanent, safe work place
8.
Relationship with nature, enjoying nature
9.
Learning and experiencing new things, self-improvement
10.
Leisure, interesting hobbies
11.
Good income, wealth, high standard of living
12.
Spirituality, relationship with God
13.
Good status, social respect
14.
Social participation, a chance to influence
1
2
3
Groups
2
3
4
4
Well-being <–> Job satisfaction
Organisational atmosphere
Job satisfaction
• changes rapidly
• a reaction to a dominant situation
Atmosphere studies:
• in 2006 a work atmosphere inquiry
had been made at 70 % of work places
(56 % in 2003)
• a development project at 58 % of
work places (44 %)
• The most active inquirers: finance
(94 %) and public administration (84 %)
Pertti Laine
3/2008
• Big work places more often than small ones
Consider the following:
• Do you know the satisfaction rate
at your work place?
• How is satisfaction measured / monitored
at your work place?
• What are the consequences of measuring?
Well-being <–> Job satisfaction
Some observations on organisations and atmosphere (Työ ja terveys report 2006)
Changes at work place: 46 %
Clear objectives 72 % - only 4 % quite seldom or never;
enough discussion on objectives 78 %
Adequate flow of information 71 % (no change)
Good relationships between fellow employees 81 % (no change)
Help and support from superiors 57 %;
managerial interest in employees’ health about 50 %
Unconstrained and pleasant atmosphere 83 % - tense and strained 15 %,
improved situation from 1997 to 2006
Mental violence 3 % of men and 6 % of women
Satisfied with their work 80 % - 5 % unsatisfied
Pertti Laine
3/2008
Worsening of work life – lack of time?
According to work condition studies (1977-2003) the best description
of change during the past 25 years is increase in pressure at work and
the lack of time
Change has differentiated: in 1970’s industrial work was the most rushed
– in 2000’s it’s the health care work
The inconvenience brought about by the lack of time has continued to
increase in social and health care occupations and
the municipal sector in general
The increased lack of time is not a purely Finnish phenomenon – there is
increase in the whole of EU. Finland is the second most rushed country
in the EU. In the whole of EU the most rushed field is
the hotel and catering industry
Alasoini (Tykes): the psychological work agreement is breaking down
Pertti Laine
3/2008
Worsening of work life – lack of time?
Question 15 (QPS). Do you have too many work tasks ?
50,0 %
45,0 %
45,0 %
40,0 %
35,0 %
Industry 1
30,0 %
Industry 2
25,0 %
Industry 3
20,0 %
15,0 %
Social work
for the elderly
12,5 %
10,0 %
5,0 %
7,1 %
3,2 %
0,0 %
1
Quite often / very often or always
The experience of the amount of work in various industries and social work for the elderly
Pertti Laine
3/2008
Worsening of work life?
Healthy
No medication
but examining
the reasons
Maintaining
the ability to work
Unfit for work
Fit for work
Motivation,
accommodating
measures
Treatment and
rehabilitation
Ill
Illness – health and ability to work – disability to work are very much
empirical and subjective
38 per cent of employees suffer from some chronic illness
Pertti Laine
3/2008
Worsening of work life?
Work exhaustion
Signs of work exhaustion include extensive exhaustive fatigue,
a newly cynical attitude towards work and a lowered sense
of professional achievement
In 2001, 25 % of employees suffered from mild work exhaustion
The sick absenses of those with major exhaustion may become
long: on average 64 work days for men and 50 for women
Work exhaustion is often related to physical and mental illnesses,
for instance 50 % are depressive, 47 % have a musculoskeletal
disorder, 28 % have a cardiovascular disease
(Source: researcher Kirsi Ahola, TTL)
Pertti Laine
3/2008
Tukkk, Porin yksikkö
Development strategies
A developing
strategy
development
of well-being
at work
An adjustive
strategy
Pertti Laine
3/2008
Development of
work, objectives
and settings
and adjusting them
to individual resources
A comprehensive
strategy
Both are developed
simultaneously
Supporting
the physical and mental
coping of individuals
Työhyvinvointi on iloinen asia...?
1
Your
well-being
Individual point of view
Task 1.
Estimate the state of your work contents and
work load. Answer a few questions.
Pertti Laine
26.04.2007
Työhyvinvointi on iloinen asia...?
Mapping your state
Meaningfulness of work and chances of
very seldom
influence or never
1. Do you find your work meaningful
2. Can you influence issues related to your work:
work contents, pace of work, pauses, etc.
quite
seldom
sometimes
quite
often
very pften
or always
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
Work load and control of work
1. Do you have too many tasks at work
2. Are your tasks too difficult
Your ways of life and life management
On a scale of 1 to 10 (10 = best possible situation),
estimate how well you manage the following areas of life
1-10
How do you feel about the
comprehensive situation of your coping
and well-being at work? Scale it from
1 to10 (10 being the best possible)
- healthy eating habits
- physical exercise
Your estimate:
- weight control
- sufficient rest and sleep
- integration of work and family life
Pertti Laine
3/2008
Approximately how many hours per week do you work
(include overtime and work you do at home)
Hours
Meaningfulness of work?
Very often or always
(4,1)
5
Do you have
a chance
to influence?
Very seldom
or never
(2,8)
Very often or always
4
1
2
3
3
2
1
Very seldom or never
Pertti Laine
3/2008
4
5
Very often or always
Too difficult tasks?
5
(1,85)
4
3
Too much
work
Very seldom
or never
1
2
3
2
(3,34)
1
Pertti Laine
3/2008
Very seldom or never
4
5
Very often
or always
Individual point of view
1
Work contents
Your
well-being
High meaningfulness of work
Eg. nursing
and caring
Eg. some
functionaries
Little chance
to influence
Great chance
to influence
Eg. process and
production line work
Eg. certain
service work
Low meaningfulness of work
Pertti Laine
3/2008
Työhyvinvointi on iloinen asia...?
1
Your
well-being
Individual point of view
Factors affecting work load
Little control of work
Medium
load
Heavy
load
Small amount
of work
Great amount of work
Small / underload
Medium
load
Great control of work
Pertti Laine
3/2008
Cf. stress theory: there is too much work or
work-related stimuli are too difficult
Työhyvinvointi on iloinen asia...?
Individual point of view: developing care work
1
High meaningfulness of work
Your
well-being
Little
chance of
influence
Meaningful /
monotonous
work
Heavy load
(rush)
Great chance
of influence
/ heavy work load
Great control of work
Challenges in nursing and caring: how do you develop well-being at work in these situations?
Moderating the amount of work, resourcing – developing control of work competency
Managing your own well-being work: no one else knows how heavy your work load feels to you
– ultimately you are responsible for your own health
Development of leadership
Development of work (modes, division of work, methods) and work context (work
shifts, physical environment, relationships at work)
Pertti Laine
3/2008
Työhyvinvointi on iloinen asia...?
Individual point of view: personally liable development
Developing an individual’s ways of life: diagnosis as starting point
Subscales of screen testing
•
•
•
•
•
•
Pertti Laine
3/2008
Work vision
Sleep
Nutrition
Weight control
Physical fitness
Life management, stress
and load
Työhyvinvointi on iloinen asia...?
Individual point of view
Individual report on ways of life
Work vision
Boundaries
Target’s score
Target *does not* want further examination related to this subscale
You have not been identified with problems or disorders causing significant risks within this subscale
and therefore further examinations are not necessary. However it is possible to choose further examinations
to receive more detailed information on the subscale.
Sleep
Boundaries
Target’s score
Target would like to engage in further examinations related to this subscale
You have been identified within this subscale with such problems of which the causes should be clarified
by further examinations in order to avoid more severe problems.
Pertti Laine
3/2008
Työhyvinvointi on iloinen asia...?
Individual point of view
Organisational report
Subscales of screen testing
Life management, stress and load
Physical fitness
Weight control
Nutrition
Work vision
Sleep
Pertti Laine
3/2008
Työhyvinvointi on iloinen asia...?
Individual point of view: developing ways of life
Have you thought of taking up healthier ways of life in some area (eg. exercise, weight control, healthier nutrition, quitting
smoking, cutting down on alcohol, moderating the amount of work, increasing the amount of sleep and rest?)
What kind of change have you thought of? ____________________________________________________________________
________________________________________________________________________________________________
1) Source: Prochaska et al 1994,
Can you identify at which phase of change you are at the moment?
You cannot see the problem or need for development yourself. Those close to you or other people see that you should
Preconsideration
change your life and bring it up sometimes. You feel awkward about it and try to avoid the discussion.
Consideration You want to get rid of your present ways of life and plan to change your ways of life in the future.
You understand the importance and significance of change, but are not ready to commit to the change.
Pertti Laine
3/2008
Preparation
You have decided to start the change ”next month”. You have told other people about it and thus made it public (at
least to your closest). However, you are not sure whether you can stick to your decision and complete the change.
Action
You have started the change and have been able to maintain the process for some time. You still have a feeling you
will need support and there is a chance you may not make it.
Maintenance
You have been able to maintain the process for at least half a year. You no longer feel dependent on outside support
(close people, group, professional support etc.). Your self-confidence regarding a successful change has grown.
Completion
You have been able to maintain a new way of life for a long time (1 to 5 years) and the change has become a part of
your normal way of life. You no longer feel tempted to return to your old behaviour and pressure or sudden changes in
your life will not make you return to your old ways. You are content about your success.
Your well-being – the well-being of the work community
= Development of working life or quality of working life
with a focus on well-being at work
Situation of life in general
(family, close relations,
livelihood, etc.)
+/Your state of health
Your living habits
Issues related to work environment
(noise, temperature, quality of air,
ergonomics, surroundings, etc.)
+/-
Your personality and
characteristics
A subjective and
comprehensive
state of emotion
Pertti Laine
3/2008
Work-related issues (content
of work, work load, skills, etc.)
Issues related to work
These factors may both community (relationships at
decrease and increase work, the spirit at work, etc.)
well-being
+/-
+/-
Insecurities about career and
work (contingent work,
certainty of employment,
change agents regarding your
position)
Well-being at work
Issues related to leadership
(the superior’s style of
leadership, support, rewards)
+/-
+/-
+/-
+/-
+/-
Työhyvinvointi on iloinen asia...?
2
Your well-being – the well-being of the work community
Well-being of
work community
Task 2.
Evaluate the state of your work community using
the evaluation scheme. Justify your opinions:
which are the greatest well-being challenges
at your work?
Pertti Laine
3/2008
Comprehensive mapping of well-being at work: organisation’s situation
The fundamental question: how aware are we of the state of well-being
1)
in our organisation and how well are various factors managed?
First evaluate the comprehensive situation of well-being at work at your
organisation: grade it on a scale from 0 to 10 (0 = very bad... 10 = the
best imaginable)
Then arrange the factors mentioned from 1 to 8 according to how much
this factor decreases well-being at your work place (the factor
placed on the first place decreases the most, etc.)
Specify your evaluation by giving examples of the three factors that most
decrease the well-being and answer further questions about the state
of management and follow-up of the mentioned factors
1)
Pertti Laine
3/2008
In case there isn’t enough information, the methods of evaluation should be improved.
In case there isn’t enough management, new ways of management should be innovated.
Comprehensive mapping of well-being at work: organisation’s situation
Organisation:
2 Integration of work and
personal life: a working culture
that supports comprehensive
well-being
1
Health and living habits
7
3
Issues related to
work environment
Insecurities about work
(threat of dismissal,
contingent work, change etc.)
Well-being at work
Present
6
Work-related issues:
content of work and work load,
4
new challenges
Issues related to leadership
and employer policies,
rewarding, motivation, etc.
8
5
Pertti Laine
3/2008
Issues related to work
community: interaction and
relationships
Other issue, specify:
Comprehensive mapping of well-being at work: report form:
Form 1b
practical examples of the three factors that most decrease well-being
Factor
no.
Health and living habits. Description of factors:
• Do we use a reporting and
follow-up system on health?
(Of what quality?)
• How well do this system and
dialogue with management work?
• Are the staff offered support on
their living habits? (What kind?)
• How is occupational health care
organised and are resources
adequate?
1
Factor
no.
Integration of work and personal life. Description of factors:
3
Pertti Laine
Questions to discuss:
• What is our work culture like: do
people constantly work over hours?
• What is our discussion culture like:
can the integration of work and
personal life be discussed; can one
safely discuss with superiors about
coping at work? Do we actively find
out about how people feel about
retiring, for instance?
2
Factor
no.
Questions to discuss:
Insecurities about work. Description of factors:
Questions to discuss::
• How secure do people feel
about the continuity of work;
are there on-going re-organisational
processes?
• How were past changes
experienced: what kind of personnel
policy was adopted (dismissals,
benefit packages, etc.)?
Comprehensive mapping of well-being at work: report form:
practical examples of the three factors that most decrease well-being
Factor
no.
Work-related issues: work load, contents, settings, learning. Description of factors :
Questions to discuss:
• Are we aware of people’s
expections / experiences regarding
work (work load, work contents,
new challenges)
• How about expections /
experiences regarding work
settings (working hours, shift work,
chance of influence; telework)?
How have we prepared for the
demands of competency transfer?
Issues related to work community. Description of factors :
Questions to discuss:
4
Factor
no.
• Are we aware of the spirit and
social state of the work place?
(Monitoring?)
• How do we support and promote
good atmosphere and
collaboration?
5
Issues related to leadership and employer policies. Description of factors :
Factor
no.
6
Pertti Laine
Questions to discuss:
• Are we aware of the state of
leadership at the work places?
(Monitoring?)
How do we support and promote
good leadership?
• Which tools are available to our
superiors for the management of
well-being at work and
competency?
• How well do reward systems work
and are people satisfied with them?
• How do we support the superiors’
coping at work?
Comprehensive mapping of well-being at work: report form:
practical examples of the three factors that most decrease well-being
Factor
no.
Issues related to work environment. Description of factors:
Questions to discuss:
• What are the states of our
occupational safety tasks and the
monitoring and development of
our accident prevention? Are the
occupational health resources
adequate for developing the work
environment?
• How does the occupational safety
and health promotion collaboration
work (occupational safety committees etc.)
Description of factors:
Questions to discuss:
7
Other
factors
8
Pertti Laine
• What other factors decreasing
well-being at work do you identify
and well are they managed?
Problems Työhyvinvointi
concerning working
capacity
and their treatment
on iloinen
asia...?
Problems concerning health
Medical
education
Examinations,
treatment
- healing
care
- symptomatic
treatment
- support
Pertti Laine
3/2008
Aslak
TYK
Problems concerning work
Conflict
between
work and
capacity
Problems
concerning
life situation
Flawed skills,
Mapping the
Supportive
wrong assignment / state of the
discussions
career choice
work community
Education
Is there threat Measures at
workplace,
work
Career
of incapacity
arrangements
planning
of work
-temporary
Job rotation
- permanent
task exchange
Can the threat - ergonomics
be lessened
- tools
through
- environment
vocational
education
Employment
pension
rehabilitation
Problems
concerning
work community
Vocational education
Replacement
- same employer / elsewhere
Retraining
Guidance to
Developing
work community counselling
(Source: medical expert Mari
Antti-Poika, Eläkeyhtiö Varma)
Työhyvinvointi
on at
iloinen
asia...?
Managing
well-being
work
Management system
(large organisations)
- working capacity activitites
- early support models
- occupational health care
Diagnoses and
measuring
Education,
competency development
Work community
development
Pertti Laine
3/2008
Radical innovations:
Innovation workshop
developing the contents
and methods of work,
inclusion
Occupational safety
etc.
Developing
employee policy and
strategy, rewarding
Small scale improvements
Supervisor
performance development
Anticipation and
personnel planning
Tukkk services
on iloinen asia...?
Active Työhyvinvointi
early intervention
Parties in well-being at work:
Superior
Colleagues
Individual
Occupational
health care
Pertti Laine
3/2008
Human resources
unit
Occupational safety,
elected officals
organisation
Työhyvinvointi
on iloinen asia...?
Active
early intervention
When to
intervene...
A clear change is noticed in a person’s work behaviour
The employee’s productivity or quality of work has begun to decline
Colleagues are worried or complain about the employee
The employee has trouble committing to work hours
The employee’s behaviour shows signs of alcohol or drug abuse
The employee’s working capacity is not at par with work requirements or a decline
in working capacity is noticed, eg. behavioural or attentiveness problems
The employee has conflicts with one or more colleagues or conflicts at work
constrain the energy people need at work
Someone feels harassed or discriminated at work
Pertti Laine
3/2008
The quality, efficiency, or flow of work are becoming weaker
Työhyvinvointi
on iloinen asia...?
Active
early intervention
”Active early intervention is caring about a person.
An employee has the right to choose and refuse,
if they do not want to be looked after. In this case
one should respect the individual’s decision and their
individual choice. In any case they have been given
a chance to receive help and shown that they are
respected as an employee.”
Worth considering: why do we not intervene even though we
know it would also benefit the individual?
Pertti Laine
3/2008
Työhyvinvointi
on iloinen asia...?
Joint responsibility
for well-being
Developing well-being at work is such
a challenging issue that it requires
a development approach with joint
responsibility and commitment
from each party.
Apart from joint responsibility and
joint commitment the following
partial responsibilities
can be identified:
Pertti Laine
3/2008
• managerial company responsibility
or responsibilty for well-being at work
as a contributor for the company’s
long-term success
• superior’s practical leadership
responsibility and attending to the
well-being point of view
• work community’s joint responsibility
for the well-being of its’ members
• individual’s responsibilty of their well-being;
management of one’s own well-being
Development process, project
Managerial
company responsibility
Superior’s
leadership
responsibility
Work
community’s
joint
responsibility
Individual’s
responsibility
Työhyvinvointi on iloinen asia...?
Developing
well-being at work
Joint responsibility...
comprehensive
developmental measures...
individual’s own responsibility
Pertti Laine
3/2008