Designing jobs and teams to achieve positive outcomes at work
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1 Designing jobs and teams to achieve positive outcomes at work Dr Anya Johnson and Dr Helena Nguyen Work and Organisational Studies WHPN Annual members forum BUSINESS SCHOOL
2 About us One of Australia s leading business schools Dr Anya Johnson Work and Organisational Studies, University of Sydney Dr Helena Nguyen Work and Organisational Studies, University of Sydney 2
3 In collaboration with Professor Markus Groth, School of Management Australian School of Business UNSW Australia Professor Sharon Parker, Management and Organisations UWA Business School University of Western Australia Dr Samuel Harvey, Workplace mental health research program UNSW Australia Research Fellow at the Black Dog Institute. 3
4 Work and mental health: Identifying levers for change Source: Harvey SB, Joyce S, Tan L, Johnson A, Nguyen H, Modini M, Groth M (2014). Developing a mentally healthy workplace: A review of the literature National Mental Health Commission, Australian Government. 4
5 Health system faces growing pressures Case Study 1 & 2: The Context High levels of burnout and job stress among health care professionals Case Study 1: The cost of emotional labour in nursing Case Study 2: Redesigning the overtime shift.. Supporting Junior doctors in a high strain environment.
6 Case Study 1: Emotional Labor Occupation / Job: What kind of labour? Physical Job / role Cognitive Emotional High Low
7 Case Study 1: Emotional Labour Management of feeling to create a publicly observable facial and bodily display.
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11 Emotional labour is costly to health and future performance Emotional labour meets customer needs and defuses emotional events
12 Deep Acting Surface Acting Duchenne smile Non-Duchenne smile
13 Case Study 1: Survey study of 121 nurses Using data from two sources, collected at two points in time Surveyed 121 nurses (measured surface acting, confidence to engage in EL, org commitment) Linked survey data to absenteeism data from HR records collected 12 months post-survey Self efficacy Surface Acting - Organisational - commitment Absenteeism Nguyen H, Groth M and Johnson A (in press) 'When the Going Gets Tough, the Tough Keep Working: Impact of Emotional Labor on Absenteeism', Journal of Management
14 Case Study 1: Survey study of 121 nurses Effect of emotional labour on absenteeism can cost an organisation up to $1,400 per employee Nurses who surface act whilst having low confidence to engage in EL took more sick leave Overall, direct annual cost of emotional labour is approximately $110,000 for this particular organisation
15 job decision latitude Case study 2: Overtime shifts Low High Low Adapted from Karasek (1979) job demands High Junior Doctors on overtime shift Junior Doctors during regular day shift High strain Active job it is frantic and you feel quite stressed you know the pager will go off in 10 minutes if you haven t got to the little jobs, so you feel under pressure High: Low: work demands, responsibility and uncertainty job control and support Parker SK, Johnson A, Collins C and Nguyen H 2013 'Making the Most of Structural Support: Moderating Influence of Employees Clarity and Negative Affect', Academy of Management Journal, vol.56:3, pp
16 The job redesign Naturally occurring field experiment Introduce an Advanced Practice Nurse Practical and emotional support (coach and mentor) Provide a boundary spanning role Support with medical procedures Support junior doctors in tasks not yet mastered Assist with prioritising patients / transferring knowledge Our aims: 1. Evaluate the intervention: Does it have an effect on junior doctor s wellbeing and performance 2. Investigate the influence of emotion on the outcomes: Does support affect outcomes differently if you are stressed or relaxed at work?
17 Not at all A great extent Results of the job redesign Evan stronger if not stressed Evan stronger if stressed Core performance Proactive performance opportunity to learn and develop Overload and performance pressure No support With support
18 Key themes from interviews With junior doctors, APNs, and Senior Doctors Reduces work pressure Creates opportunities for learning skills and improving clinical decisions Reduces uncertainty and increases control When he (APN) is around, he tells you what is going on if you haven t had a chance to visit a ward for a couple of hours and you are wondering whether there are any nasty surprises up there. You get an idea of whether there is a huge amount or what sort of work there is (then you) can relax & concentrate on what you are doing because you can assess and anticipate what is going on, and set priorities on other wards. Increases emotional safety: to enable voice and break silence Improves relationships and culture of team work Reduces stress and increases self efficacy Will coach us through things, asking us what equipment will you need in this situation, and saying I am a hundred percent behind you in this Gives you a lot of confidence
19 Where this research fits: The broader picture Source: Harvey SB, Joyce S, Tan L, Johnson A, Nguyen H, Modini M, Groth M (2014). Developing a mentally healthy workplace: A review of the literature National Mental Health Commission, Australian Government.
20 Thank you 20
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