Embedding the provision of information and consultation in the workplace: a longitudinal analysis of employee outcomes in 1998 and 2004

Based on an analysis of the Workplace Employment Relations Survey, this report finds strong positive links between the ‘breadth’ and ‘depth’ of some information and consultation practices and employee commitment. Employee ratings of the helpfulness of some consultation and communication methods are positively linked to job satisfaction and commitment. Employee ratings of managers’ effectiveness in consulting employees and employees’ satisfaction with their involvement in decision-making are also positively linked with job satisfaction and commitment, suggesting that the way in which information and consultation methods are implemented is just as important as the type of practices used.This report was commissioned by DTI under the Workplace Employment Relations Survey (WERS) 2004 Grants Fund. The Fund is a Department of Trade and Industry initiative to develop the evidence base in areas of policy interest, raise awareness of this survey and encourage advanced data analysis based on the WERS 2004 datasets

The impact of extended shifts on strain‐based work–life conflict: A qualitative analysis of the role of context on temporal processes of retroactive and anticipatory spillover

Twelve‐h shifts can facilitate 24‐h service provision and are often implemented in pursuit of financial goals. Existing evidence on the benefits of extended shifts is mixed. This study examines the impact of extended shifts on employee strain in a large mental healthcare organisation in England. Semi‐structured interviews were conducted with nurses and healthcare assistants at 6 and 12 months intervals(n=70). Findings illustrate how extended shift patterns have a profound negative effect on high demands already confronting mental health staff, shaping spillover of strain. Analysis contributes to development of strain‐based work–life conflict theory by conceptualising spillover as temporal and iterative. We argue theory should differentiate between retroactive (backward facing) and anticipatory (forward facing) spillover processes. Using context as a lens and identification of new dimensions to strain‐based spillover aids interpretation of differential effects of extended shifts across settings. The study discusses implications for organisations, recovery and scheduling of shift work

Managing mental health problems in the workplace : are small businesses different?

Purpose This study addresses a gap in evidence on small employer experiences of managing mental health problems in the workplace. The authors gathered first-hand experiences of small business managers to empirically investigate how the small business context affects the management and support of mental health problems in the workplace, and the practice implications that arise. Design/methodology/approach Qualitative interviews, combining semi-structured and narrative approaches, with 21 small business managers with experience of managing employees with mental health difficulties. The 21 managers recounted a total of 45 employee cases, which were analysed thematically, using a case-based matrix. Study participants were drawn from small businesses within England and Scotland (UK). Interviews were conducted between November 2019 and February 2020. Findings Support aligned with current understanding of effective practice, yet was often informal, instinctive and flexible. Accommodating employees with mental health problems impacted the workload of managers and co-workers, and business operation and growth. Challenges and tensions reflected the difficult balancing act faced by managers in organisations of all sizes. However, the intensity and immediacy of cross-pressures was enhanced for small businesses, due to their smaller workforce and lack of dedicated Human Resource Management and occupational health expertise. Practical implications Guidance should address the navigation of day-to-day management and support for employees with mental health difficulties, including approaches to balancing the needs of the wider workforce and business operation. Access to HR and occupational health expertise is valuable. Financial subsidies may be of lesser concern to small businesses. Originality/value This study offers originality in focusing exclusively on small business managers with first-hand experience of supporting employees with mental health problems. Findings challenge the perception that small firms have unique experiences, whilst highlighting contextual features that exacerbate intensity and immediacy of impacts

Juggling on a tightrope: Experiences of small and micro business managers responding to employees with mental health difficulties

This article presents findings from an in-depth qualitative study focused exclusively on the first-hand experiences of small and micro businesses managers who have responded to employees with mental health difficulties. Despite growing policy focus on workplace mental health, empirical research evidence on management experiences of responding to mental health issues in a small or micro business context is rare. Drawing on in-depth interviews with 21 UK-based small and micro business managers who described 45 individual employee cases, we examine how managers traverse a support-performance continuum, and use a tension-based lens to analyse the tensions that managers experienced. We examine three key tensions for small and micro business managers that surfaced when responding to employees with mental health problems: (1) Individual vs Collective; (2) Confidence vs Caution; (3) Informal vs Formal. Our analysis exposes how managers handle tensions when managing at the nexus of support and performance and contributes a deeper understanding of the dynamics and challenges of managing mental health problems in small and micro businesses

Managing Mental Health in Small and Micro Businesses

In recent decades, the social and economic impact of mental health problems among working age people has risen up the agenda across the western economies. Common mental health problems, including stress, anxiety and depression, are a leading cause of workplace absence and productivity loss. To date, few empirical studies address, directly and in-depth, the first-hand experiences of small and micro employers in managing mental health problems among their staff. The vast majority of research on managing workplace mental health has been conducted within larger organisations with employer guidance arising from this research inevitably shaped around the experiences and needs of larger organisations, whose resources and capacities are likely to differ from small and micro firms. The aim of this research is to begin to address this gap in evidence. Using in-depth qualitative interviews, we explore the lived experiences of managers within small and micro businesses who had first-hand experience of supporting employees through mental health problems

Informal and formal employee involvement and participation (EIP) in the hospitality industry : A contingency perspective

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