Healthy and Innovative Organizations - DeGuerre

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Implications for Organizational Effectiveness and Employee Mental Health

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Healthy and Innovative Organizations - DeGuerre

  1. 1. Designing Healthy and Innovative Organizations Implications for Organizational Effectiveness and Employee Mental Health Don de Guerre Concordia University, Canada Adapted from Emery,, 2006 and de Guerre, 2006
  2. 2. Designing Healthy Innovative Organisations • Brief overview of the results from a 2006 joint Canadian and Australian ‘Mental Health in the Workplace’ research project. • Identification of the critical factors leading to improved mental health and high levels of organisational innovation. • Strategic imperatives to improve organisational competitiveness.
  3. 3. Research based approach Diagnostic questionnaire • All questions previously piloted in various research projects • Comprehensive list of questions for all influences on • Motivation, • Innovation • Productivity and • Mental health •Able to scientifically map causal links between key factors and company performance
  4. 4. ‘Mental Health in the Workplace’ • Consortium of researchers and organisations • Partners in Canada & Australia • AMERIN Pty. • Department of Applied Human Sciences Concordia University in Montreal • CIHR grant (Canada only) • The most recent and up to date research on STS and organisational effectiveness
  5. 5. ‘Mental Health in the Workplace’ Research Design: • Pre- & post-intervention test of Mental Health, Demographic & organisational factors • Intervention: to change organisational design principle from • First design principle (DP1) which gives dominant hierarchy (bureaucratic, authoritarian structure) to • Second design principle (DP2) which gives non dominant hierarchy based on peer negotiations •Therefore, • equal, symmetric relationships in a participative democratic structure
  6. 6. Four Organizational Types Democratic Structure Re-organization Re-structuring Democratic (DP2) Un-democratic Process Democratic Process Bureaucratic (DP1) LF & TLC Un-democratic Structure
  7. 7. Most popular options • Work as individuals but have to coordinate with others to achieve collective goals (37.9%), most in Australia (48.1%) • Teams with leaders (37.3%), most in Canada (43.8%.) • Team spirit (7.9%) • No teamwork (6.4%) • Teams without leaders for short term projects and/or problem solving (5.8%) • Teams without leaders have responsibility for meeting all agreed team goals (4.8%)
  8. 8. Major hypothesis: •Better Mental Health after intervention than before •Shift from: • lower to higher levels of responsibility in workforce • lower to higher control of work by employees • unequal & asymmetric power relations to equal & symmetric ones • lower to higher employee engagement and better company performance
  9. 9. ‘Mental Health in the Workplace’ Also predict: • Equality will produce more positive affects than inequality (DP1, r = -.33; DP2, r = .46) • Positive affects correlate with • Motivation (.59) • Mental health (.38) • Innovation (.33) and Productivity (.26) • Accountability (.32) • Low absenteeism (.29) • Good relations and trust (.44)
  10. 10. ‘Mental Health in the Workplace’ Therefore the objectives are to: • Produce healthier workplaces & people • Produce higher innovation and productivity • Through intervention (PDW) designed to produce • greater responsibility for coordination & control • more equal & symmetric relations • more positive affect • Test the effect of interventions on MH, ‘before’ & ‘after’ • determine the contribution of risk amplifiers & attenuators
  11. 11. Results • Same set of factors produce • Innovation • Productivity • Mental health • Therefore, what is good for the organization is also good for the people – no conflict • Cascading series of causes from design principle to outcomes
  12. 12. High level causal path analysis Outcomes Enabling conditions Basic conditions Design principles and structures
  13. 13. High level causal path analysis Productivity Innovation Mental Health Low sick days Outcomes Motivation / Positive affects / Conditions for innovation / Good relations and trust / Intellectual satisfaction Not negative affects Enabling Conditions Intrinsic motivators (6 psychological criteria Basic Conditions Not DP1 DP2 Design Principles & Structures Not Laissez-faire
  14. 14. Break Out of Determining Cluster DP2 Low DP1 Intrinsic Motivators Motivation Innovation & Productivity Mental Health
  15. 15. Six Criteria for Productive Human Activity Total Scores 50 45 40 35 30 25 20 15 10 5 0 Low total scores on 6 criteria High total scores on 6 criteria % % % % DP1 DP2 LF TLC
  16. 16. Elbow Room or Autonomy in Decision Making 80 70 60 50 too little & far too little 40 just right 30 too much & far too much 20 10 0 % % % % DP1 DP2 LF TLC
  17. 17. Room to Set Goals 80 70 60 50 too little & far too little 40 just right 30 too much & far too much 20 10 0 % % % % DP1 DP2 LF TLC
  18. 18. Motivation 90 80 70 60 50 Don't like it or hate it 40 Like it or love it 30 20 10 0 DP1 DP2 LF TLC
  19. 19. Total Positive Affects 60 50 40 Low 30 High 20 10 0 % % % % DP1 DP2 LF TLC
  20. 20. Total Negative Affects 50 45 40 35 30 25 20 15 10 5 0 Low High % % % % DP1 DP2 LF TLC
  21. 21. Creative Working Mode 25 20 15 Low High 10 5 0 % % % % DP1 DP2 LF TLC
  22. 22. Fight/Flight Dynamics 60 50 40 Low 30 High 20 10 0 % % % % DP1 DP2 LF TLC
  23. 23. Dependency Dynamics 40 35 30 25 Low 20 High 15 10 5 0 % % % % DP1 DP2 LF TLC
  24. 24. Trust and Quality of Relationships 50 45 40 35 30 25 20 15 10 5 0 Low High % % % % DP1 DP2 LF TLC
  25. 25. Intellectual Satisfaction 50 45 40 35 30 25 20 15 10 5 0 Low High % % % % DP1 DP2 LF TLC
  26. 26. Accountability 60 50 40 Weak & very weak 30 Strong & very strong 20 10 0 % % % % DP1 DP2 LF TLC
  27. 27. Sick Days 40 35 30 25 None 20 More than 6 15 10 5 0 % % % % DP1 DP2 LF TLC
  28. 28. Innovativeness 45 40 35 30 Extremely & very low 25 20 High, very high & extremely high 15 10 5 0 % % % % DP1 DP2 LF TLC
  29. 29. Productivity 40 35 30 Low, very & extremely low 25 20 Very & extremely high 15 10 5 0 % % % % DP1 DP2 LF TLC

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