Arevshatian, Lilith

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   FACULTY OF BUSINESS AND LAW An Exploration of Wellbeing:  A Case Study of Feedback Employees in Healthcare Lilith Arevshatian                Supervisor: Dr. Rachel Lewis 1.Context and Aims                                               3.Analysis and Discussion                         4.Implications and Impact                       Research Aim:   To explore the wellbeing of feedback employees   Research Objectives:   1. To assess current levels of wellbeing 2. To determine particulars of job role that may impact on wellbeing 3.To understand how feedback employees may cope with their job role Why feedback employees?  •Some job roles, for example customer service representatives, are considered high risk groups (Johson et al, 2005).  •However participants in these samples (e.g., Bakker et al, 2003; Belt, 2002; Holman, 2002; Holdsworth and Cartwright, 2003; Wegg et al, 2010; Zapft, 2003) were employed in call centres. • Fewer studies such as Boles and Babin (1996) researched face to face customer service •This means that conclusions drawn on ‘customer service’ wellbeing largely stem from call centre research (a distinct type of customer service confined to telephone communications) •Largely ignored, even in face to face customer service samples, is a distinct type of customer service that involves customer feedback.  •In essence, these groups of employees engage with service user feedback as their primary job task.     Why healthcare?  Change High stakes associated with patient safety Feedback Employees Emotion Work Abbott et al (2005)  Role Conflict Mulcahy and Lloyd-Bostock (1994) Difficult relationships with clinicians Xanthos (2008) Inadequate managerial support Bentley et al (2005) Boundary-less job design Buchanan et al (2006) High expectations but under-resourced Bentley et al (2005) RQ1: What is the current level of wellbeing of feedback employees in healthcare? RQ2: Why do feedback employees in healthcare experience this level of wellbeing? RQ3: How do feedback employees in healthcare cope with their job role? Methodology Research Philosophy Hermeneutic Phenomenology Research Design Case Study Sampling Purposive sampling Data Collection Mixed-methods GHQ12 & HSE MS Focus Groups Interviews Data Analysis Benchmarking Interpretative Phenomenological Analysis Quality Reflexivity 2.Methods Findings  Low reported wellbeing 51% of participants above GHQ12 threshold (>4) High strain 73% report ‘rather more’ or ‘much more’ strain than usual High and conflicting demands 46% report demands that are hard to combine Difficult relationships 31% report being subject to personal harassment  Insufficient support 46% indicate not feeling supported through emotional work Low reported wellbeing of participating FE more comparable to professions such as the police force and civil service/social workers than to call centre, sales and customer service, and administrative roles (table 1).               Table 1. GHQ12 Benchmarks Next steps  Qualitative studies: To explore in-depth meanings of findings from study one while remaining open to additional inductive themes that may emerge. •Findings indicate that although FE job descriptions allude to customer service and administrative tasks, the low level of wellbeing experienced by the case study participants is more comparable to high strain professions such as the police force and social workers.  •These findings may impact on the conceptualisation of the FE job role and the extent of psychological strain associated with managing patient feedback. Abbott,  S.; Meyer, J.; Copperman, J.; Benltey, J.; and Lanceley, A. (2005) Quality criteria for Patient Advice and Liaison Service: What do patients and the public want? Health expectations : an international journal of public participation in health care and health policy, 8 (2) pp. 126-137 Bakker, A., and Demerouti, E. (2003). European Journal of Work and Organizational Psychology Dual processes at work in a call centre : An application of the job demands – resources model. European Journal of Work and Organisational Psychology, pp. 37-41. Banks, M. H., Clegg, C. W., Jackson, P. R., Kemp, N. J., Stafford, E. M., and Toby, D. (1980). The use of the General Health Questionnaire as an indicator of mental health in occupational studies, Journal of Occupational Psychology, 53  pp. 187-194. Belt, V. (2002). A female ghetto? Women's careers in call centers. Human Resource Management Journal, 12 , pp.  51-66. Bentley, J.; Abbott, S.; Meyer, J.; and Lanceley, A. (2005) Horizontal and vertical support: Dilemmas for Patient Advice and Liaison Service, Public Policy and Administration, 20 (2), pp.54-66 Boles, B.; and Babin, J. (1991) On the Front Lines" Stress, Conflict, and the Customer Service Provider. Journal of Business Research 37, pp.41-50. Buchanan, D.; Abbott, S.; Bentley, J.; Lanceley, A.; and Meyer, J. (2005) Let’s be PALS: User driven change in healthcare, British Journal of Management, 16 (4), pp.318-328 Holdsworth, L., and Cartwright, S. (2003). Empowerment, stress and satisfaction: an exploratory study of a call centre. Leadership & Organization Development Journal, 24, pp. 131-140.  Holman, D. (2002). Employee wellbeing in call centres. Human Resource Management Journal, 12, pp. 35-50.  Johnson, S., Cooper, C., Cartwright, S., Donald, I., Taylor, P., and Millet, C. (2005). The experience of work-related stress across occupations. Journal of Managerial Psychology, 20, pp. 178-187. Mulcahy, L. and Lloyd-Bostock, S.(1994) Managers as third-party dispute handlers in complaints about hospitals. Law and policy, 16 (2). pp. 185-208 Wegge, J., Dick, R. V.,and and Bernstorff, C. V. (2010). Emotional dissonance in call centre work. Journal of Managerial Psychology, 25, pp. 596-619.  Xanthos, C. (2007). Conflicting Obligations: Role Conflict Among Health Care Complaints Managers. Forum Qualitative Sozialforschung / Forum: Qualitative Social Research, 9 (1) [online] Available at:, http://nbn-resolving.de/urn:nbn:de:0114-fqs080187.(Accessed: 23 April 2012). Zapf, D. (2002). Emotion work and psychological well-being A review of the literature and some conceptual considerations. Human Resource Management Review, 12, pp. 237-268.  How?  Semi-structured IPA focus groups and interviews  5.References   n %>4 FE participants 137 51% Mixed industry call centre 1095 32% Sales and customer service 1729 28% Police force 152 47% Civil service and social work 307 45%  

An exploration of wellbeing: a case study of feedback employees in healthcare.

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