Table 4 Changes expected in Copenhagen Psychosocial Questionnaire scales in three units
Scale | Change | Motivation | |
|---|---|---|---|
Ward-I | Quantitative Demands | -1 | Better work design due to Lean intervention |
Tempo | -1 | -do- | |
Cognitive Demands | +1 | CI work and use of VM | |
Emotional Demands | 0 | No related to Lean or some other change | |
Demands for Hiding Emotions | 0 | Not related to Lean intervention at Ward-I | |
Influence at Work | +1 | Lean with CI activity | |
Possibilities for Development | +1 | -do- | |
Meaning of Work | +1 | Steady Lean intervention with CI | |
Commitment to Workplace | +1 | -do- | |
Predictability | +1 | CI with VM | |
Rewards at Work | +1 | Lean with a supportive leadership | |
Role Clarity | +1 | Improved work organization as a result of Lean | |
Role Conflicts | -1 | Lean generally | |
Social support from Colleagues | +1 | Teamwork, CI and new seating plan | |
Social support from Supervisors | +1 | Supportive leadership | |
Social Community at Work | +1 | Steady Lean having teamwork | |
Horizontal Trust | 0 | Already good enough at T1 | |
Vertical Trust | 0 | -do- | |
Justice and Respect | +1 | Physicians and nurses working in pairs may lead to feeling of fair work distribution | |
Ward-II | Quantitative Demands | -1 | High value at T1 due to high patient volume and Lean work |
Tempo | -1 | -do- | |
Cognitive Demands | -1 | CI and VM being tried at T1 but couldn’t work | |
Emotional Demands | +1 | Bad Lean perception increased dissatisfaction | |
Demands for Hiding Emotions | 0 | Not related to Lean intervention at Ward-II | |
Influence at Work | +1 | VSM, work redesign and teamwork | |
Possibilities for Development | 0 | No CI activity | |
Meaning of Work | 0 | No CI activity mean no employee involvement | |
Commitment to Workplace | +1 | High turnover implies very low value at T1 | |
Predictability | 0 | Limited information dissemination as no VM | |
Rewards at Work | 0 | Not related to Lean intervention at Ward-II | |
Role Clarity | 0 | No CI to make roles clearer | |
Role Conflicts | 0 | No other changes to increase role conflicts | |
Social support from Colleagues | +1 | Teamwork and new seating plan | |
Social support from Supervisors | +1 | Staff welcomed leadership change before T2 | |
Social Community at Work | +1 | Teamwork and new seating plan | |
Horizontal Trust | 0 | The scale item regarding management will cancel the effect of teamwork | |
Vertical Trust | 0 | Distrust at T1due to Lean likely to be cancelled by trust in new leadership at T2 | |
Justice and Respect | +1 | Physicians and nurses working in pairs may lead to feeling of fair work distribution | |
ED | Quantitative Demands | +1 | Deterioration of Lean |
Tempo | +1 | -do- | |
Cognitive Demands | -1 | Morning meetings with whiteboard being held at T1 but abandoned till T2 | |
Emotional Demands | 0 | Not related to Lean intervention at ED | |
Demands for Hiding Emotions | 0 | -do- | |
Influence at Work | 0 | Likely poor at T1 and remain poor at T2 | |
Possibilities for Development | -1 | Deterioration of Lean | |
Meaning of Work | -1 | -do- | |
Commitment to Workplace | -1 | -do- | |
Predictability | 0 | Not related to Lean intervention at ED | |
Rewards at Work | -1 | Deterioration of Lean | |
Role Clarity | -1 | -do- | |
Role Conflicts | +1 | -do- | |
Social support from Colleagues | -1 | Less teamwork as morning meetings abandoned | |
Social support from Supervisors | -1 | Withering leadership | |
Social Community at Work | -1 | Less teamwork | |
Horizontal Trust | 0 | No Lean or other changes likely to change this | |
Vertical Trust | -1 | Deterioration of Lean | |
Justice and Respect | 0 | -do- |