Vilde Hoff Bernstrøm

Leading during change: the effects of leader behavior on sickness absence in a Norwegian health trust

BackgroundOrganizational change often leads to negative employee outcomes such as increased absence. Because change is also often inevitable, it is important to know how these negative outcomes could be reduced. This study investigates how the line manager’s behavior relates to sickness absence in a Norwegian health trust during major restructuring.MethodsLeader behavior was measured by questionnaire, where employees assessed their line manager’s behavior (N = 1008; response rate 40%). Data on sickness absence were provided at department level (N = 35) and were measured at two times. Analyses were primarily conducted using linear regression; leader behavior was aggregated and weighted by department size.ResultsThe results show a relationship between several leader behaviors and sickness absence. The line managers’ display of loyalty to their superiors was related to higher sickness absence; whereas task monitoring was related to lower absence. Social support was related to higher sickness absence. However, the effect of social support was no longer significant when the line manager also displayed high levels of problem confrontation.ConclusionsThe findings clearly support the line manager’s importance for employee sickness absence during organizational change. We conclude that more awareness concerning the manager’s role in change processes is needed.

The effect of hospital mergers on long-term sickness absence among hospital employees: a fixed effects multivariate regression analysis using panel data.

BackgroundHospitals are merging to become more cost-effective. Mergers are often complex and difficult processes with variable outcomes. The aim of this study was to analyze the effect of mergers on long-term sickness absence among hospital employees.MethodsLong-term sickness absence was analyzed among hospital employees (N = 107 209) in 57 hospitals involved in 23 mergers in Norway between 2000 and 2009. Variation in long-term sickness absence was explained through a fixed effects multivariate regression analysis using panel data with years-since-merger as the independent variable.ResultsWe found a significant but modest effect of mergers on long-term sickness absence in the year of the merger, and in years 2, 3 and 4; analyzed by gender there was a significant effect for women, also for these years, but only in year 4 for men. However, men are less represented among the hospital workforce; this could explain the lack of significance.ConclusionsMergers has a significant effect on employee health that should be taken into consideration when deciding to merge hospitals. This study illustrates the importance of analyzing the effects of mergers over several years and the need for more detailed analyses of merger processes and of the changes that may occur as a result of such mergers.

Assessing a Norwegian translation of the Organizational Climate Measure.

This study investigated the Norwegian translation of the Organizational Climate Measure developed by Patterson and colleagues. The Organizational Climate Measure is a global measure of organizational climate based on Quinn and Rohrbaughs competing values model. The survey was administered to a Norwegian branch of an international service sector company (N = 555). The results revealed satisfactory internal reliability and interrater agreement for the 17 scales, and confirmatory factor analysis supported the original factor structure. The findings gave preliminary support for the Organizational Climate Measure as a reliable measure with a stable factor structure, and indicated that it is potentially useful in the Norwegian context.

The relationship between three stages of job change and long-term sickness absence.

Although several researchers originally assumed that change always causes strain, a growing number of studies suggest that job change can have positive effects. However, the focus of these studies has generally been on subjective measures of satisfaction and well-being and rarely on health. Therefore, the purpose of the present study was to investigate how job change relates to long-term sickness absence during three stages: exit, entry, and normalization. Norwegian hospital employees, a low-unemployment group, were followed over a 6-year period as they moved in and out of different jobs. The study used fixed-effect methods to analyze changes in absence for each employee. The results show increased odds of long-term sickness absence during the 2 years prior to exiting an organization, a significant drop after the employee entered a new organization, and then a gradual increase in long-term sickness absence thereafter. After 2 years, the employees odds of entering into long-term sickness absence were no longer significantly different from normal (i.e., the odds in months not related to job change). These findings on employee health are congruent with conclusions drawn from research on job satisfaction and well-being.

A systematic literature review of the relationship between work hours and sickness absence

ABSTRACT The aim of this study was to determine the relationship between work hours and sickness absence: is a higher number of work hours associated with better or with adverse health? A systematic literature review was performed by searching Medline, PsychInfo, and Web of Science. All abstracts were screened to identify papers that empirically investigated the relationship between work hours and sickness absence in a working population. A total of 1072 papers were identified, and 70 papers were included in this review. A simple measure of the strength of effects was applied, and the findings are summarised in narrative form. Evidence supporting a relationship between sickness absence and working part-time or work hours as a continuous variable was inconclusive. These inconclusive findings might be due to heterogeneity in the operationalisation of key variables or to publication bias. Support for a negative relationship between long work hours and sickness absence was moderately strong. Possible explanations for this include the healthy worker selection effect, differences in job characteristics, and differences in job motivation. Empirical testing of these explanations, however, has been limited. Our findings indicate that employers should monitor employee health in times of high work pressure, even if sickness absence is low.

Are you moving up or falling short? An inquiry of skills-based variation in self-perceived employability among Norwegian employees

This article investigates how educational level, job-related skills and employers’ support for competence development jointly determine Norwegian employees’ expectations of maintaining employment and career advancement. The data were collected in 2010 and 2013, and they comprise a representative sample of Norwegian employees. In contrast to previous research on self-perceived employability, this study divides expectations of advancement and continued employment. The results show that these are different measures of labour market success. While education is significantly correlated with both measures, the employer’s support for competence development is important for expectations of career advancement, especially among the highly educated, whereas the job–skills match is most relevant for the expectation of maintaining employment.