pitfalls in implementing workplace wellbeing policies and practices: lessons from a research case...
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Pitfalls in implementing workplace wellbeing policies and practices: lessons from a research case study
Dr Tina Kowalski and Professor Wendy LorettoUniversity of Edinburgh Business School
Kowalski and LorettoGLADS seminar, Edinburgh, 14th- 15th May, 2014
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Focus on implementation
‘High quality HR practices count for little if they are poorly implemented’ (Woodrow and Guest, 2014)
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 3
Implementation includes:
Decisions over which practices to adopt Decisions about timing, quality, extent of use and
consistency across the organisation Who is implementing and evaluating initiatives
Importance of line managers and employees themselves (Nielsen, 2013)
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 4
The research project
Case study of a large public sector organisation in the UK
Phase 1: online survey (n=156)Phase 2: semi-structured interviews (n=31)Phase 3: two week diary study (n=11)Phase 4: semi – structured interviews (n=11)
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 5
Pitfalls of implementation
1. Lack of visibility
‘Hard’ versus ‘soft’ practices
2. Gaps between policy and practice
Lack of follow-up and of an active role for employeesLack of joined up thinking
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 6
Pitfalls of implementation (contd)
3. Poor design of interventions
‘Sticking plasters’ versus long-term interventionsAvoiding the elephant in the room
4. Issues with delivery
Unequal access, e.g. for shift workersManagers not trained or supported
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 7
Lessons and implications
1. Poor implementation can reduce well-being and can be worse than doing nothing at all
2. Initiatives should be tailored to needs of organisations and employee groups
3. Those involved in implementation should also be involved in design and delivery of initiatives
4. Proactive employees share responsibility for their own well-being
5. Need to improve training and support for managers.
Kowalski and Loretto GLADS seminar, Edinburgh, 14th- 15th May, 2014 8
Thank you for listening!
http://www.business-school.ed.ac.uk/research/clusters/organisation-studies/seminar-series