Henna Hasson1, Karin Villaume, Ulrica von Thiele Schwarz, Kristina Palm. 1. From Medical Management Centre (Drs Hasson, von Thiele Schwarz, and Palm and Miss Villaume), Karolinska Institutet, Solna, Sweden; Department of Psychology (Dr von Thiele Schwarz), Stockholm University, Stockholm, Sweden; and Department of Industrial Economics and Management (Dr Palm), School of Industrial Engineering and Management, KTH Royal Institute of Technology, Stockholm, Sweden.
Abstract
OBJECTIVE: To contrast line managers', senior managers', and (human resource) HR professionals' descriptions of their roles, tasks, and possibilities to perform them during the implementation of an occupational health intervention. METHODS: Interviews with line managers (n = 13), senior managers (n = 7), and HR professionals (n = 9) 6 months after initiation of an occupational health intervention at nine organizations. RESULTS: The groups' roles were described coherently, except for the HR professionals. These roles were seldom performed in practice, and two main reasons appeared: use of individuals' engagement rather than an implementation strategy, and lack of integration of the intervention with other stakeholders and organizational processes. CONCLUSIONS: Evaluation of stakeholders' perceptions of each other's and their own roles is important, especially concerning HR professionals. Clear role descriptions and implementation strategies, and aligning an intervention to organizational processes, are crucial for efficient intervention management.
OBJECTIVE: To contrast line managers', senior managers', and (human resource) HR professionals' descriptions of their roles, tasks, and possibilities to perform them during the implementation of an occupational health intervention. METHODS: Interviews with line managers (n = 13), senior managers (n = 7), and HR professionals (n = 9) 6 months after initiation of an occupational health intervention at nine organizations. RESULTS: The groups' roles were described coherently, except for the HR professionals. These roles were seldom performed in practice, and two main reasons appeared: use of individuals' engagement rather than an implementation strategy, and lack of integration of the intervention with other stakeholders and organizational processes. CONCLUSIONS: Evaluation of stakeholders' perceptions of each other's and their own roles is important, especially concerning HR professionals. Clear role descriptions and implementation strategies, and aligning an intervention to organizational processes, are crucial for efficient intervention management.
Authors: Renaldo M Bernard; Claudia Toppo; Alberto Raggi; Marleen de Mul; Carlota de Miquel; Maria Teresa Pugliese; Christina M van der Feltz-Cornelis; Ana Ortiz-Tallo; Luis Salvador-Carulla; Sue Lukersmith; Leona Hakkaart-van Roijen; Dorota Merecz-Kot; Kaja Staszewska; Carla Sabariego Journal: J Med Internet Res Date: 2022-06-01 Impact factor: 7.076
Authors: Jeanette Kirk; Thomas Bandholm; Ove Andersen; Rasmus Skov Husted; Tine Tjørnhøj-Thomsen; Per Nilsen; Mette Merete Pedersen Journal: J Health Organ Manag Date: 2021-04-09
Authors: Victoria J E Z Mastenbroek; Judith G M Jelsma; Hidde P van der Ploeg; Dominique P M Stijnman; Maaike A Huysmans; Allard J van der Beek; Femke van Nassau Journal: BMC Public Health Date: 2022-05-11 Impact factor: 4.135
Authors: Melanie Genrich; Peter Angerer; Britta Worringer; Harald Gündel; Friedrich Kröner; Andreas Müller Journal: Int J Environ Res Public Health Date: 2022-10-02 Impact factor: 4.614
Authors: N Zipfel; B Horreh; C T J Hulshof; A Suman; A G E M de Boer; S J van der Burg-Vermeulen Journal: BMC Public Health Date: 2021-06-07 Impact factor: 3.295