Promotion of work ability at company level: Intention and performance, dreams and realities

Abstract

The study examined how well the written policies of retaining employees at work were in accordance with the local management's attitudes, decisions, and activities. The management and employees at an ageing care centre answered a work ability questionnaire. A total of 189 of 289 participated and, among them, 67 were identified as vulnerable, which meant they had moderate or severe reduced work ability. 12 vulnerable employees were interviewed in depth to identify problems and discuss solutions to adjust work demand and individual resources. The implementation of the model was acceptable. However, the first year follow-up showed a gap between written policies and decisions, attitudes, and activities. It was partly explained by the organisational structure, lack of management competencies, and economic restrictions at the work place. The social security office did not initiate activities for work-active participants with deteriorated work ability. The lack of communication between the work place and the health care system was a barrier against comprehensive adjustment of work demand and individual resources. In the future, we recommend analyses of the current policies, attitudes, and activities as a basis for implementing changes in the organisation and for establishing routines for communications with relevant co-operators.