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Social capital – how to succeed
4th International COPSOQ WorkshopGent, September 19-20, 2013
Tage S Kristensentsk@task-consult.dk
The development of work environment
factors
Noise, smoke, chemicals
Monotonous,
repetitive work
Expo-
sures
Organization
of workrepetitive work
Work in teams
Workplace
social capital
of work
Relations
Networks,
trust
Organizational social capital”The three diamonds”
Collaboration
The core
TrustJustice
The core product
or service
Important point about workplace social capital
• Some work environment factors are at job-level. (For instance demands, influence, meaning, variation, etc.)variation, etc.)
• Others are at department level. (For instance quality of leadership, predictability, recognition, social support, etc.)
• Social capital is primarily at company level, e.g.
a characteristic of the whole company.
(The distinction between department and company cannot be made beforehand)
How we usually measure social capital
Justice
• Are conflicts resolved in a fair way? *
• Is the work distributed fairly? *• Are employees appreciated
Trust (vertical)
• Does the management trust the employees to do their work well? *
• Can you trust the information • Are employees appreciated when they have done a good job?
• Are all suggestions from employees treated seriously by the management?
• Can you trust the information that comes from the management? *
• Does the management withhold important information from the employees?
• Are the employees able to express their views and feelings?
* Short questionnaire
Important findings
• Workplaces with the same conditions have very different social capital
Quality of leadership
70
Social capital and quality of leadership in the schools of a Danish municipality
CB
A
D
E
60
50
40
50 60 70 80Social capital
E
G
F
H
I
J
K
L
DK
Important findings
• Workplaces with the same conditions have very different social capital
• Social capital is always strongly associated with job satisfaction, stress, etc.with job satisfaction, stress, etc.
G
Intentionto quit
Social capital and intention to quit
A50
60
Units are municipal institutions in the city ofOdense, Denmark
30
50 7060 80
Social capital
20
H FB E
C
D
Social capital project, 2009.
40
Social capital and the prevalence of cardiovascular
disease among nurses in Chinese hospitals
2,854 nurses
in 12 hospitals
Jian Li & TS Kristensen, 2011.
Important findings
• Workplaces with the same conditions have very different social capital
• Social capital is always strongly associated with job satisfaction, stress, etc.with job satisfaction, stress, etc.
• Social capital ”overrules” the influence of job factors
Job satisfaction
70
Social capital and job satisfaction in schools of the same municipality
60
50
40
50 60 70 80Social capital
DK
r = 0,881; p = 0,000
Quantitative demands
60
Social capital and quantitative demands at work in the schools of a Danish municipality
50
40
30
50 60 70 80Social capital
C
B
A
DE
F
G
H
IJ
K
LDK
Social capital og job satisfaction in call
centres
Mathiesen & Wiegman, 2009
(In)Justice and depression*
A Finnish prospective study of 1,786 female hospital employees
Relative risk
1,0 1,0
1,24
1,73
1.5
Kivimäki et al. Psychol Med 2003;33:319-326.
* Diagnosed by MD
Proceduraljustice
1,0 1,0
0.5
1.0
+ – + –
Respect
Important findings
• Workplaces with the same conditions have very different social capital
• Social capital is always strongly associated with job satisfaction, stress, etc.with job satisfaction, stress, etc.
• Social capital ”overrules” the influence of job factors
• Social capital is mainly the result of quality of leadership
Development of social capital and quality of leadershipduring a one-year intervention project
Quality of leadership
70
Social capital and quality of leadership in hospital wards
The Region
75
OBS
65
60
55
50 60 70 80Social capital
The hospital
26.529.7
32.7
44
54
70
20
30
40
50
60
Profit before tax (mio. DKK.)
7574
The economic development of Irma supermarkets 1996-2010
Josefsenstarts
Recent numbers:2009: 50.6 mio2010: 78.5 mio
-5.9
0.9
-29.0-34.8
6.9
-40
-30
-20
-10
0
10
20
År
1996 97 98 99 2000 01 02 03 04 05 06 07 08
Irma was in deep crisis and about to close down. Josefsen builtup the social capital of Irma, and the economic results followed
Conclusions
• Social capital is a characteristic of the workplace, which reflects leadership and cooperation
• Workplaces with high social capital have • Workplaces with high social capital have high job satisfaction, low stress, and low absence rates
• Social capital is not the result of economic or material conditions – it can be improved though local actions
Thank you for your attention
COPSOQ on the Internet
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