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.
The introduction of the 2015 pension scheme arrangements in the NHS saw a change in occupational pension age, as it was set equal to a person’s state pension age for the first time. In October 2015, the HSWPG launched The Ageing Workforce: checklist to assess organisational readiness as a first step to support employers implement these recommendations. HSWPG has taken the occupational health, safety and wellbeing indicators from the working longer group’s organisational readiness checklist to define ‘what good looks like’ and provide further support around implementation.
Topics include systems leadership, talent management, the resilient leader, leaders in all shapes and sizes, military leadership, employee creativity ....
Article about the NHS Leadership Academy, its philosophy and the opportunities it provides. To read the full article, log in using your NHS OpenAthens details
The article discusses how businesses and organizations can create a coaching culture and the benefits of such workplace environments. It states that coaching and mentoring approaches encourage collaboration, problem solving, and the realization of employees' potential. The article goes on to describe the influence of strategy, people, and finance on creating a coaching culture. To read the full article, log in using your NHS OpenAthens details
In our second podcast on inclusive leadership Jackie Daniel, Chief Executive at University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT), talks frankly about the practical steps they are taking to tackle behaviours that are not aligned with the organisations values.
Round up of the latest leadership articles etc from Bodleian Health Libraries. Includes improving wellbeing through leadership development; leading across cultures; exploring senior nurses' understanding of compassionate leadership in the community; regulation among leaders for service improvement; what works for you may not work for (Gen)me; making sense of effective partnerships among senior leaders in the NHS; human side of collaborative partnerships; perspectives on effective coaching by those who have been coached; mindfulness in organisations
'in our film Michael not only provides a clear exposition of what compassionate leadership actually means, but also how important it is to the health and well-being of both patients and staff.'
The latest news and articles on leadership. This month's news includes: NHS well-led framework; predictors of transformational leadership of nurse managers; effect of introducing new public management practices on compassion within the NHS; influence of leadership behavior on employee work-family outcomes; the future of clinical leadership; time to throw out the leadership competency framework?; impact of nurse managers' leadership style on staff nurse job satisfaction; mindfulness as substitute for transformational leadership;
Survey that found gap between people's expectations of working in a team and their actual experience. To read the full article, log in using your NHS OpenAthens details.
We have recently updated our People performance management (PPM) toolkit, including improving the navigation and adding new links, and we’re keen to find out what users think.
G. Carroll, L. Lane, und R. Harrison. (Oktober 2006)University of Texas, DallasJ. Richard Harrison
University of Texas, Dallas
Glenn R. Carroll
Laurence W. Lane Professor of Organizations
Stanford Graduate School
of Business.