Associations between Work Resources and Work Ability among Forestry Professionals

Hannu Pursio,Hanna Kosonen,Heini Huhtala,Anna Siukola,Minna Savinainen,Clas-Håkan Nygård

doi:10.3390/su13094822

Hannu Pursio, Hanna Kosonen + Show 4 more

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https://doi.org/10.3390/su13094822

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Abstract

Globalization and structural changes in forestry have changed the content and operating practices of timber harvesting. Furthermore, digitization and new forms of work organization have changed work characteristics, requirements and resources. The importance of knowledge and competence, and the management of new technology, are emphasized more. The purpose of this study was to find out how work resource factors are related to the work ability of forest machine entrepreneurs and drivers. The research material was collected in 2018 through an online survey involving 322 professionals in the timber harvesting industry, 87 forest machine entrepreneurs and 235 forest machine drivers. The Mann-Whitney U-test and logistic regression analysis have been used for statistical analysis. Effective work organization and social support from co-workers, as well as the perceived meaningfulness of one’s work, were resources that increased the likelihood of good work ability. Based on our results, good management may enhance work resources, and by developing work it is possible to support employee ability amid the pressures of change inherent to a competitive commercial environment and new forms of work.

Highlights

Global structural change in the forest industry has altered the operating environment for timber harvesting, where three key stages of change can be seen
We looked at work resources, such as work organization, opportunities to influence one’s own work, employment security, and the meaningfulness of work [40,53] and coworker support, as well as the experience of fairness at work [54,55,56]
Our study showed that good work resources increased the likelihood of good work ability

Summary

Introduction

Global structural change in the forest industry has altered the operating environment for timber harvesting, where three key stages of change can be seen. As a result of restructuring, operational responsibility for timber harvesting has shifted from forest industry companies to specialized forest service companies [3,4]. As a result of these key changes, work has been reorganized to correspond to these global developments [7,8]. The new forms of work and new business models and technological development of timber harvesting have changed work organization and management practices, as well as the work itself [9,10,11]. Total working time (h/week) 40 or under More than 50

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