ArticleWork (Reading, Mass.)2024
Social and health care top managers' perceptions and aims of strategic work ability management in the midst of change.
Article in Work (Reading, Mass.), 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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Who cites it
3 citing papers in PubMed.
- Implementing a complex innovation into workplace operations: The case of work ability support for indoor environment-associated health complaints.Work (Reading, Mass.) · 2026Article
- Work ability literacy among managers in the health and social care sector - a qualitative study.International journal of public health · 2026Article
- Striving for the Ideal: Narrative Positioning Analysis of Work Ability Support Experiences of Employees with Disabilities in Non-standard Employment.Inquiry : a journal of medical care organization, provision and financingArticle
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4 authors.
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Abstract
backgroundExisting research has mostly focused on themes related to returning to or staying at work and studied organizations' operational rather than strategic level actions to support work ability. Top managers' understanding of work ability management (WAM) may influence how work ability support processes are implemented in organizations.
objectiveTo find out how top managers define WAM, what the aims of WAM were and whether the aims were on a strategic level.
methodsAltogether 28 semi-structured interviews among Finnish social and health care top managers were conducted during the years 2019-2021 and analyzed inductively using qualitative thematic analysis.
resultsTop managers' definition of WAM was mainly multidimensional. Two main aims were identified, i.e., to support work ability 1) at the individual and 2) at the organizational level. The aims of the former were to anticipate the decrease of health and functional capacity, to support workers already decrease in these, to develop competence, and to manage the effects of changes on work ability. The aims at the organizational level were to improve labor availability and personnel retention, to ensure the flow of work, and to increase trust and create shared values. Top managers described the aims as being at a strategic level, but this was not yet realized in their organizations because the actions were reactive rather than proactive.
conclusionTop managers' multidimensional perception of WAM, emphasizing proactive actions, and strategic level aims are crucial and require the commitment of the top managers for strategic WAM, especially during constant changes.
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