Employees’ experience of supervisor behaviour – a support or a hindrance on their return-to-work journey with a CMD? A qualitative study

IF 5.6 2区心理学 Q1 PSYCHOLOGY, APPLIED

Work and Stress Pub Date : 2022-11-14 DOI:10.1080/02678373.2022.2145622

K. Nielsen, J. Yarker

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引用次数: 1

Abstract

ABSTRACT Supervisors play an important role in supporting employees to return to work following sickness absence due to common mental disorders; stress, anxiety and depression, however, employees may not always feel supported. We examined employees’ perceptions of their supervisors’ attitudes and behaviours pre, during and following sickness absence due to common mental disorders, placing a particular focus on post-return. In a qualitative study, using purposeful sampling, we recruited and interviewed 39 returned employees up to four times. We identified three types of supervisor behaviours: the compassionate, the indifferent and the demeaning. Compassionate supervisors possessed empathy and communication skills, worked collaboratively to identify appropriate work adjustments and provided ongoing support and adjustment. Indifferent supervisors lacked the skills and motivation to support returning employees. They did what was required according to organisational policies. Demeaning supervisors lacked understanding and displayed stigmatising behaviour. The results extend our understanding of how supervisors may support returned employees in two ways: First, our results identified three distinct sets of supervisor behaviours. Second, the results indicate that it is important to understand return to work as lasting years where employees are best supported by supervisors making adjustments that fit the needs of returned employees on an ongoing basis.

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员工对主管行为的体验——CMD对他们重返工作岗位的支持还是阻碍？定性研究

摘要主管在支持员工在因常见精神障碍而因病缺勤后重返工作岗位方面发挥着重要作用；然而，压力、焦虑和抑郁，员工可能并不总是感到得到支持。我们调查了员工在因常见精神障碍而因病缺勤前、期间和之后对主管态度和行为的看法，特别关注离职后的情况。在一项定性研究中，我们使用有目的的抽样，招募并采访了39名返回的员工，多达四次。我们确定了三种类型的主管行为：同情、冷漠和贬低。富有同情心的主管具有同理心和沟通技能，合作确定适当的工作调整，并提供持续的支持和调整。冷漠的主管缺乏支持离职员工的技能和动力。他们根据组织政策做了需要做的事情。失宠的主管缺乏理解，表现出污名化行为。研究结果扩展了我们对主管如何通过两种方式支持离职员工的理解：首先，我们的研究结果确定了三组不同的主管行为。其次，研究结果表明，重要的是要将重返工作岗位理解为持续数年，在这几年里，员工得到了主管的最佳支持，主管不断做出符合重返工作岗位员工需求的调整。

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来源期刊

Work and Stress PSYCHOLOGY, APPLIED-

CiteScore

11.70

自引率

3.30%

发文量

期刊介绍： Work & Stress is an international, multidisciplinary quarterly presenting high-quality papers concerned with the psychological, social and organizational aspects of occupational health and well-being, and stress and safety management. It is published in association with the European Academy of Occupational Health Psychology. The journal publishes empirical reports, scholarly reviews and theoretical papers. It is directed at occupational health psychologists, work and organizational psychologists, those involved with organizational development, and all concerned with the interplay of work, health and organisations. Research published in Work & Stress relates psychologically salient features of the work environment to their psychological, behavioural and health consequences, focusing on the underlying psychological processes. The journal has become a natural home for research on the work-family interface, social relations at work (including topics such as bullying and conflict at work, leadership and organizational support), workplace interventions and reorganizations, and dimensions and outcomes of worker stress and well-being. Such dimensions and outcomes, both positive and negative, include stress, burnout, sickness absence, work motivation, work engagement and work performance. Of course, submissions addressing other topics in occupational health psychology are also welcomed.