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To be able to age in place, the home environment often needs to accommodate users’ needs throughout their life span. Bathrooms are an especially demanding space for the user, but also for those supporting the user, for example nursing assistants, in their daily life. This study investigated factors of importance for creating well-functioning bathrooms – for both nursing assistants and users, identifying needs concerning access to assistive devices for these groups. Semi-structured interviews were carried out. In total 13 nursing assistants, occupational therapists and users participated in the interviews. The overall results emphasize the importance of space, assistive devices and to be able to customize the bathroom to accommodate the user’s needs throughout their life span. These factors are of importance in order to enable independency and safety for the user in the bathroom, and at the same time, enable a safe work environment for those supporting the user. The results help us to understand the complexity of this problem and the results can be used in the work of reducing injury risks and create sustainable work environments.
AnnaKlara Stenberg Gleisner; Andrea Eriksson; Mikael Forsman; Linda M. Rose. Towards Innovative Bathroom Solutions for All - A Needs Analysis. Proceedings of International Conference on Big Data, Machine Learning and Applications 2021, 376 -383.
AMA StyleAnnaKlara Stenberg Gleisner, Andrea Eriksson, Mikael Forsman, Linda M. Rose. Towards Innovative Bathroom Solutions for All - A Needs Analysis. Proceedings of International Conference on Big Data, Machine Learning and Applications. 2021; ():376-383.
Chicago/Turabian StyleAnnaKlara Stenberg Gleisner; Andrea Eriksson; Mikael Forsman; Linda M. Rose. 2021. "Towards Innovative Bathroom Solutions for All - A Needs Analysis." Proceedings of International Conference on Big Data, Machine Learning and Applications , no. : 376-383.
Aims To investigate how job demands and resources interact with each other to predict intention to leave among assistant nurses and Registered Nurses. Design Longitudinal study. Methods Questionnaire data were collected yearly during three years (October 2012–December 2014) from Registered Nurses (RN) and assistant nurses (N = 840) employed in Swedish hospitals. Associations and interaction effects of demands and resources were assessed with correlation analyses and regression models. Results Job demands predicted assistant nurses' intentions to leave, while resources predicted RNs' intention to leave. For RNs, several resources were functional in moderating the associations between demands and intention to leave: social support, vertical trust, and humanity moderated work pace and workflow moderated emotional demands. For assistant nurses, organizational clarity and interprofessional collaboration moderated emotional demands. None of the resources had a moderating effect on the associations between quantitative demands or illegitimate tasks and intention to leave.
Andrea Eriksson; Göran Jutengren; Lotta Dellve. Job demands and functional resources moderating assistant and Registered Nurses' intention to leave. Nursing Open 2020, 8, 870 -881.
AMA StyleAndrea Eriksson, Göran Jutengren, Lotta Dellve. Job demands and functional resources moderating assistant and Registered Nurses' intention to leave. Nursing Open. 2020; 8 (2):870-881.
Chicago/Turabian StyleAndrea Eriksson; Göran Jutengren; Lotta Dellve. 2020. "Job demands and functional resources moderating assistant and Registered Nurses' intention to leave." Nursing Open 8, no. 2: 870-881.
There is limited previous research on how learning processes contribute to the outcomes of workplace health promotion (WHP) leadership interventions. The aim of this study was to identify the outcomes of a system-based WPH education program for managers and investigated what impact the intervention program had on health-oriented leadership, improvement work, and employee well-being, as well as what factors (i.e., how manager's active work following the intervention and organizational learning climate) contributed to these outcomes. A mixed-methods approach was applied, including qualitative interviews with 23 managers and process leaders, as well as questionnaires to employees and managers representing 17 public health care units in Sweden. The results showed that health-oriented leadership, improvement work, work satisfaction, and vitality increased at workplaces that worked actively to implement WHP following the program. Working actively with WHP and health-oriented leadership was of central importance for success and was a covariate with improved social learning climate, improved developmental leadership, and increased degree of improvement work. All included factors of learning during the intervention were associated with improved job satisfaction, while the increase in vitality seemed unrelated to program implementation. In conclusion, successful outcomes of WHP interventions interact with dimensions of organizational learning climate in the workplace.
Andrea Eriksson; Lotta Dellve. Learning Processes as Key for Success in Workplace Health Promotion Interventions in Health Care. Frontiers in Public Health 2020, 8, 1 .
AMA StyleAndrea Eriksson, Lotta Dellve. Learning Processes as Key for Success in Workplace Health Promotion Interventions in Health Care. Frontiers in Public Health. 2020; 8 ():1.
Chicago/Turabian StyleAndrea Eriksson; Lotta Dellve. 2020. "Learning Processes as Key for Success in Workplace Health Promotion Interventions in Health Care." Frontiers in Public Health 8, no. : 1.
(1) Background: Both employees and organizations benefit from a work environment characterized by work engagement and job satisfaction. This study examines the influence of work-group social capital on individuals’ work engagement, job satisfaction, and job crafting. In addition, the mediating effect of job crafting between social capital on the one side and job satisfaction and work engagement on the other side was analyzed. (2) Methods: This study used data from 250 health-care employees in Sweden who had completed a questionnaire at two time points (six to eight months apart). Analyses of separate cross-lagged panel designs were conducted using structural regression modeling with manifest variables. (3) Results: Social capital was predictive of both job satisfaction and work engagement over time. The results also indicated that higher degrees of social capital was predictive of more cognitive and relational, but not task-related job crafting over time. There was no clear evidence for a mediating effect of job crafting for social capital to work engagement or job satisfaction. (4) Conclusion: It would be beneficial for the health-care sector to consider setting up the organizations to promote social capital within work groups. Individual workers would gain in well-being and the organization is likely to gain in efficiency and lower turnover rates.
Göran Jutengren; Ellen Jaldestad; Lotta Dellve; Andrea Eriksson. The Potential Importance of Social Capital and Job Crafting for Work Engagement and Job Satisfaction among Health-Care Employees. International Journal of Environmental Research and Public Health 2020, 17, 4272 .
AMA StyleGöran Jutengren, Ellen Jaldestad, Lotta Dellve, Andrea Eriksson. The Potential Importance of Social Capital and Job Crafting for Work Engagement and Job Satisfaction among Health-Care Employees. International Journal of Environmental Research and Public Health. 2020; 17 (12):4272.
Chicago/Turabian StyleGöran Jutengren; Ellen Jaldestad; Lotta Dellve; Andrea Eriksson. 2020. "The Potential Importance of Social Capital and Job Crafting for Work Engagement and Job Satisfaction among Health-Care Employees." International Journal of Environmental Research and Public Health 17, no. 12: 4272.
Recent studies prove that when implementing new technology technology-driven and one-size-fits-all approaches are problematic. This study focuses on the process of implementing personal emergency response system (PERS) at nursing homes. The aim is to understand why the implementation of PERS has not met initial expectations. Multiple methods were used in two Swedish nursing homes, including document analysis, questionnaires (n = 42), participant observation (67 h), and individual interviews (n = 12). A logic model was used to ascertain the discrepancies that emerged between expected and actual implementation, and the domestication theory was used to discuss the underlying meanings of the discrepancies. The discrepancies primarily focused on staff competence, system readiness, work routines, and implementation duration. Corresponding reasons were largely relevant to management issues regarding training, the procurement systems, individual and collective responsibilities as well as invisible work. The uptake of technology in daily practice is far more nuanced than a technology implementation plan might imply. We point out the importance of preparing for implementation, adjusting to new practices, and leaving space and time for facilitating implementation. The findings will be of use to implementers, service providers, and organizational managers to evaluate various measures in the implementation process, enabling them to perform technology implementation faster and more efficiently.
Fangyuan Chang; Andrea Eriksson; Britt Östlund. Discrepancies between Expected and Actual Implementation: The Process Evaluation of PERS Integration in Nursing Homes. International Journal of Environmental Research and Public Health 2020, 17, 1 .
AMA StyleFangyuan Chang, Andrea Eriksson, Britt Östlund. Discrepancies between Expected and Actual Implementation: The Process Evaluation of PERS Integration in Nursing Homes. International Journal of Environmental Research and Public Health. 2020; 17 (12):1.
Chicago/Turabian StyleFangyuan Chang; Andrea Eriksson; Britt Östlund. 2020. "Discrepancies between Expected and Actual Implementation: The Process Evaluation of PERS Integration in Nursing Homes." International Journal of Environmental Research and Public Health 17, no. 12: 1.
Despite decades of using lean, there is little knowledge of how lean managerial practices affect working conditions. Thus, the aim of this study was to investigate in what ways managerial practices support socially sustainable working conditions (SSWCs) during a lean transformation. A mixed methods approach was used in this multiyear case study in a midsize Swedish manufacturing company. Assessment of work characteristics was combined with employee questionnaires and interviews with managers. Four practices were identified as instrumental for SSWCs: 1) a coherent lean approach with clear direction, 2) a value-creating leadership style comprising a participatorypromoting and caring leadership approach with joint focus on production and well-being, 3) conscious involvement of employees in a stepwise fashion, and 4) a focus on promoting meaningful jobs and health, aided by work environment management. Thus, managerial practices actively supporting important job resources as an integral part of the lean system seemed to support SSWCs.
Malin Håkansson; Richard J. Holden; Andrea Eriksson; Lotta Dellve. Managerial Practices that Support Lean and Socially Sustainable Working Conditions. Nordic Journal of Working Life Studies 2017, 7, 1 .
AMA StyleMalin Håkansson, Richard J. Holden, Andrea Eriksson, Lotta Dellve. Managerial Practices that Support Lean and Socially Sustainable Working Conditions. Nordic Journal of Working Life Studies. 2017; 7 (3):1.
Chicago/Turabian StyleMalin Håkansson; Richard J. Holden; Andrea Eriksson; Lotta Dellve. 2017. "Managerial Practices that Support Lean and Socially Sustainable Working Conditions." Nordic Journal of Working Life Studies 7, no. 3: 1.
Whole-system approaches linking workplace health promotion to the development of a sustainable working life have been advocated. The aim of this scoping review was to map out if and how whole-system approaches to workplace health promotion with a focus on management, leadership, and economic efficiency have been used in Nordic health promotion research. In addition, we wanted to investigate, in depth, if and how management and/or leadership approaches related to sustainable workplaces are addressed. Eighty-three articles were included in an analysis of the studies’ aims and content, research design, and country. For a further in-depth qualitative content analysis we excluded 63 articles in which management and/or leadership were only one of several factors studied. In the in-depth analysis of the 20 remaining studies, four main categories connected to sustainable workplaces emerged: studies including a whole system understanding; studies examining success factors for the implementation of workplace health promotion; studies using sustainability for framing the study; and studies highlighting health risks with an explicit economic focus. Aspects of sustainability were, in most articles, only included for framing the importance of the studies, and only few studies addressed aspects of sustainable workplaces from the perspective of a whole-system approach. Implications from this scoping review are that future Nordic workplace health promotion research needs to integrate health promotion and economic efficiency to a greater extent, in order to contribute to societal effectiveness and sustainability.
Andrea Eriksson; Arne Orvik; Margaretha Strandmark; Anita Nordsteien; Steffen Torp. Management and Leadership Approaches to Health Promotion and Sustainable Workplaces: A Scoping Review. Societies 2017, 7, 14 .
AMA StyleAndrea Eriksson, Arne Orvik, Margaretha Strandmark, Anita Nordsteien, Steffen Torp. Management and Leadership Approaches to Health Promotion and Sustainable Workplaces: A Scoping Review. Societies. 2017; 7 (2):14.
Chicago/Turabian StyleAndrea Eriksson; Arne Orvik; Margaretha Strandmark; Anita Nordsteien; Steffen Torp. 2017. "Management and Leadership Approaches to Health Promotion and Sustainable Workplaces: A Scoping Review." Societies 7, no. 2: 14.
The aim of this article is to describe a theoretical framework, i.e., theoretical underpinnings and pedagogical principles, for leadership programs that support managers’ evidence-based knowledge of health-promoting psychosocial work conditions, as well as their capability to apply, adapt, and craft sustainable managerial work practices. First, the theoretical framing is introduced, i.e., a system theory that integrates key work conditions with a practical perspective on managerial work and organization. Second, pedagogical principles and measures for leaders’ training in integrated handling across system levels are described. Last, we present summarized results from an intervention study applying the theoretical framework and pedagogical principles. The complexity of interactions among different factors in a work system, and the variety in possible implementation approaches, presents challenges for the capability of managers to craft sustainable and health-promoting conditions, as well as the evaluation of the program components. Nevertheless, the evaluation reveals the strength of the program, in providing holistic and context-sensitive approaches for how to train and apply an integrative approach for improving the work environment.
Lotta Dellve; Andrea Eriksson. Health-Promoting Managerial Work: A Theoretical Framework for a Leadership Program that Supports Knowledge and Capability to Craft Sustainable Work Practices in Daily Practice and During Organizational Change. Societies 2017, 7, 12 .
AMA StyleLotta Dellve, Andrea Eriksson. Health-Promoting Managerial Work: A Theoretical Framework for a Leadership Program that Supports Knowledge and Capability to Craft Sustainable Work Practices in Daily Practice and During Organizational Change. Societies. 2017; 7 (2):12.
Chicago/Turabian StyleLotta Dellve; Andrea Eriksson. 2017. "Health-Promoting Managerial Work: A Theoretical Framework for a Leadership Program that Supports Knowledge and Capability to Craft Sustainable Work Practices in Daily Practice and During Organizational Change." Societies 7, no. 2: 12.
Purpose The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among employees in hospital settings over time. Design/methodology/approach A cohort of employees in hospitals answered a questionnaire at three occasions. Five small (approx. 100-bed) or mid-sized (approx. 500-bed) hospitals were included. The response rate was 54 percent at baseline (n=865), 59 percent at one-year follow-up (n=908) and 67 percent at two-year follow-up (n=632). Findings Repeated measures over time showed differences between groups in levels of social capital with respect to levels of leadership quality. Relation-oriented leadership had the strongest association with social capital. There was evidence that leadership was associated with social capital over time and that different kinds of leadership qualities were associated with social capital. Research limitations/implications This study conducted and analyzed quantitative data, and therefore, there is no knowledge of managers’ or employees’ own perceptions in this study. However, it would be interesting to compare managers’ decreased and increased leadership quality and how such differences affect social capital over time. Practical implications The findings feature the possibility for healthcare leaders to build high quality leadership as an important resource for social capital, by using different leadership orientations under different circumstances. Originality/value The paper showed that leadership was an important factor for building social capital and that different leadership qualities have different importance with respect to certain circumstances.
Marcus Strömgren; Andrea Eriksson; Linda Ahlstrom; David Kristofer Bergman; Lotta Dellve. Leadership quality: a factor important for social capital in healthcare organizations. Journal of Health Organization and Management 2017, 31, 175 -191.
AMA StyleMarcus Strömgren, Andrea Eriksson, Linda Ahlstrom, David Kristofer Bergman, Lotta Dellve. Leadership quality: a factor important for social capital in healthcare organizations. Journal of Health Organization and Management. 2017; 31 (2):175-191.
Chicago/Turabian StyleMarcus Strömgren; Andrea Eriksson; Linda Ahlstrom; David Kristofer Bergman; Lotta Dellve. 2017. "Leadership quality: a factor important for social capital in healthcare organizations." Journal of Health Organization and Management 31, no. 2: 175-191.
Background: Healthcare managers are expected to lead and manage planned organizational change intended to improve healthcare process quality. However, their complex working conditions offer limited decision control, and healthcare managers often feel ill prepared and inadequately supported to perform their duties. Healthcare managers have previously described their need for organizational support, but we lack knowledge of the preconditions and resources that help managers implement planned change.Methods: This prospective cohort study examined healthcare managers at three Swedish hospitals implementing lean production and two Swedish hospitals implementing their own improvement model. Questionnaire data from 2012, 2103, and 2014 were used in following up. We used t-tests and a linear mixed model design in analysing the data.Results: Healthcare managers who perceived strong support from managers, employees, colleagues, and the organization and managers with the longest managerial experience had the least negative appraisal of change. Managers who perceived strong support from employees, management, and the organizational structure perceived higher levels of healthcare process quality.Conclusions: Long managerial experience and strong support from managers, employees, and the organization are important formanagers’ appraisal of, work on, and successful implementation of planned change. Top management must therefore ensure that the healthcare managers have sufficient managerial experience and support before they delegate to them the responsibility to implement planned change.
Jörgen Andreasson; Linda Ahlstrom; Andrea Eriksson; Lotta Dellve. The importance of healthcare managers’ organizational preconditions and support resources for their appraisal of planned change and its outcomes. Journal of Hospital Administration 2016, 6, 25 .
AMA StyleJörgen Andreasson, Linda Ahlstrom, Andrea Eriksson, Lotta Dellve. The importance of healthcare managers’ organizational preconditions and support resources for their appraisal of planned change and its outcomes. Journal of Hospital Administration. 2016; 6 (1):25.
Chicago/Turabian StyleJörgen Andreasson; Linda Ahlstrom; Andrea Eriksson; Lotta Dellve. 2016. "The importance of healthcare managers’ organizational preconditions and support resources for their appraisal of planned change and its outcomes." Journal of Hospital Administration 6, no. 1: 25.
Marcus Strömgren; Andrea Eriksson; David Bergman; Lotta Dellve. Social Capital Indexes. PsycTESTS Dataset 2016, 1 .
AMA StyleMarcus Strömgren, Andrea Eriksson, David Bergman, Lotta Dellve. Social Capital Indexes. PsycTESTS Dataset. 2016; ():1.
Chicago/Turabian StyleMarcus Strömgren; Andrea Eriksson; David Bergman; Lotta Dellve. 2016. "Social Capital Indexes." PsycTESTS Dataset , no. : 1.
Many hospitals have recently implemented the management concept lean production. The aim of this study was to learn how and why three Swedish hospitals selected and developed their hospitalwide lean production strategies. Although previous research shows that the concept is implemented in various ways, there is limited research on how and why different hospitals choose different implementation strategies and if the chosen strategies contribute to sustainable participation in organizational development. A case study of three different Swedish hospitals implementing lean production was thus performed. We studied the content of the hospitals’ selected implementation strategies, conditions and rationales behind their strategy selection, and how different organizational actors participated in the implementation. Qualitative interviews with 54 key actors at the studied hospitals were performed. In addition, a self-administered survey questionnaire to employees was answered at T1 (2012, n = 557), T2 (2013, n = 554), and T3 (2014, n = 366). The three studied hospitals chose different strategies for implementing lean production due to different contextual conditions and for different reasons. The hospital-wide implementation strategies were related to employees’ interest and participation in lean production. The results show that many different actors at different organizational levels need to participate in lean production in order to sustain and diffuse change processes. Furthermore, broad motives including quality of care seem to be needed for engaging different professional groups.
Andrea Eriksson; Richard J. Holden; Anna Williamsson; Lotta Dellve. A Case Study of Three Swedish Hospitals’ Strategies for Implementing Lean Production. Nordic Journal of Working Life Studies 2016, 6, 105 .
AMA StyleAndrea Eriksson, Richard J. Holden, Anna Williamsson, Lotta Dellve. A Case Study of Three Swedish Hospitals’ Strategies for Implementing Lean Production. Nordic Journal of Working Life Studies. 2016; 6 (1):105.
Chicago/Turabian StyleAndrea Eriksson; Richard J. Holden; Anna Williamsson; Lotta Dellve. 2016. "A Case Study of Three Swedish Hospitals’ Strategies for Implementing Lean Production." Nordic Journal of Working Life Studies 6, no. 1: 105.
To develop a deeper understanding of health‐care managers' views on and approaches to the implementation of models for improving care processes. In health care, there are difficulties in implementing models for improving care processes that have been decided on by upper management. Leadership approaches to this implementation can affect the outcome. In‐depth interviews with first‐ and second‐line managers in Swedish hospitals were conducted and analysed using grounded theory. ‘Coaching for participation’ emerged as a central theme for managers in handling top–down initiated process development. The vertical approach in this coaching addresses how managers attempt to sustain unit integrity through adapting and translating orders from top management. The horizontal approach in the coaching refers to managers' strategies for motivating and engaging their employees in implementation work. Implementation models for improving care processes require a coaching leadership built on close manager–employee interaction, mindfulness regarding the pace of change at the unit level, managers with the competence to share responsibility with their teams and engaged employees with the competence to share responsibility for improving the care processes, and organisational structures that support process‐oriented work. Implications for nursing management are the importance of giving nurse managers knowledge of change management.
Jörgen Andreasson; Andrea Eriksson; Lotta Dellve. Health care managers' views on and approaches to implementing models for improving care processes. Journal of Nursing Management 2015, 24, 219 -227.
AMA StyleJörgen Andreasson, Andrea Eriksson, Lotta Dellve. Health care managers' views on and approaches to implementing models for improving care processes. Journal of Nursing Management. 2015; 24 (2):219-227.
Chicago/Turabian StyleJörgen Andreasson; Andrea Eriksson; Lotta Dellve. 2015. "Health care managers' views on and approaches to implementing models for improving care processes." Journal of Nursing Management 24, no. 2: 219-227.