Open access.Aims and method.To identify causes of stress at work as well as individual, organisational and personal interventions used by employees to manage stress in public, private and non-governmental organizations (NGOs). Qualitative interviews were conducted with 51 employees from a range of organisations.
Results.Participants reported adverse working conditions and management practices as common causes of work stress. Stress-inducing management practices included unrealistic demands, lack of support, unfair treatment, low decision latitude, lack of appreciation, effort–reward imbalance, conflicting roles, lack of transparency and poor communication. Organisational interventions were perceived as effective if they improved management styles, and included physical exercise, taking breaks and ensuring adequate time for planning work tasks. Personal interventions used outside of work were important to prevent and remedy stress.
Clinical implications.Interventions should improve management practices as well as promoting personal interventions outside of the work setting.
Our new case study from East London NHS Foundation Trust (ELFT) shares their experience of reviewing their existing staff benefits and reward offer to help meet their recruitment and retention challenges.
ELFT is part of the NHS Employers Total Reward Engagement Network. After attending the network sessions and gathering thoughts and ideas on what other organisations are doing, it was decided that a complete review of their approach was necessary to make sure they had the right rewards and benefits in place.
Lean, quality improvement and human factors offer proven techniques for driving efficiency, responsiveness and quality in healthcare and have been instrumental to performance improvement across a growing number of providers.
As a result, NHS organisations are now actively encouraged to adopt them to drive productivity and quality. But local adoption and ownership is essential to success.
NHSP16: engaging clinicians
The junior doctor contract dispute put the spotlight on the disengagement felt by many junior doctors. Yet effective engagement with junior doctors and other clinicians is essential if trusts are to deliver high quality and sustainable services.
This session heard from three trust chief executives - one medically qualified, one who started out as a nurse, and another from a non-clinical background - on the approaches they take.