Managing Implementation

Roles of Line Managers, Senior Managers, and Human Resource Professionals in an Occupational Health Intervention
Objective: To contrast line managers', senior managers', and (human resource) HR professionals' 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 groups' 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 other's 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.

Source : Hasson, Henna PhD; Villaume, Karin BSc; von Thiele Schwarz, Ulrica PhD; Palm, Kristina PhD. Journal of Occupational & Environmental Medicine:
January 2014 - Volume 56 - Issue 1 - p 58–65.

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