Restructuring the health care system in british columbia: The experience of the shaughnessy hospital employees

Abstract

The impact of the Shaughnessy Hospital closure on a sample of full-time health care employees (n = 59) is examined within the context of the restructuring of the British Columbia health care system. Employee concerns focused on lack of consultation, concern for patients, and their own well being. Results from a repeated measures ANOVA (pre- and post-closure) revealed that the negative emotions (e.g., anxious, distressed, angry, nervous) associated with the closure did not dissipate until a full year after the announcement of the hospital closure. A pooled time series analysis (n = 177) found that both social support and positive coping activities were associated with greater coping effectiveness, perceptions of justice, and fewer sick days. The study findings suggest that health care organizations going through closure or restructuring activities should explore interventions which improve communication, develop supervisory support, provide employee assistance or counseling, and offer training interventions which help employees to maintain a positive mental outlook.