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Managing implementation: Roles of line managers, senior managers, and human resource professionals in an occupational health intervention
Karolinska Institutet, Solna, Sweden.
Karolinska Institutet, Solna, Sweden.
Karolinska Institutet, Solna, Sweden.ORCID iD: 0000-0002-4771-8349
Karolinska Institutet, Solna, Sweden.
2014 (English)In: Journal of Occupational and Environmental Medicine, ISSN 1076-2752, E-ISSN 1536-5948, Vol. 56, no 1, p. 58-65Article in journal (Refereed) Published
Abstract [en]

OBJECTIVE:: To contrast line managersÊ, senior managersÊ, and (human resource) HR professionalsÊ 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 groupsÊ 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 otherÊs 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.  

Place, publisher, year, edition, pages
2014. Vol. 56, no 1, p. 58-65
National Category
Work Sciences
Identifiers
URN: urn:nbn:se:mdh:diva-45689DOI: 10.1097/JOM.0000000000000020Scopus ID: 2-s2.0-84894026059OAI: oai:DiVA.org:mdh-45689DiVA, id: diva2:1364866
Available from: 2019-10-22 Created: 2019-10-22 Last updated: 2019-10-22Bibliographically approved

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von Thiele Schwarz, Ulrica

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