Article

Theoretical and empirical research findings attest to the workplace
being a social environment in which co-workers have a critical influence on the
employment outcomes and return-to-work (RTW) success of other employees. However,
co-workers do not have a formal role in RTW planning.
The aim of this study was
to explore how managers responsible for developing and implementing RTW
procedures view the role of
co-workers in this process. METHOD: An exploratory
qualitative pilot study was conducted in Canada. Participants (1 male; 13
females; mean experience in RTW = 11.8 years) were workplace (n=8) or RTW
managers (n=6) with direct oversight of RTW plans.
The participants were
recruited via invitation from a research institute and were drawn from three
different provinces. Data were gathered via open-ended questions and were coded
and subject to thematic analysis. FINDINGS: Three key themes were identified: (1)
Managers view RTW as having little relevance to co-workers but expect them to
cooperate with the arrangements; (2) Formal procedures are inadequate when
psychosocial barriers to work resumption are present, so managers use informal
strategies to engage co-workers' emotional and social support; and (3) Managers
have difficulty integrating RTW procedures with other legal obligations, such as
privacy and confidentiality requirements. CONCLUSION: Existing arrangements for
the development and implementation of RTW are sufficient most of the time, but
may be inadequate when an injured worker presents with psychosocial barriers to
work resumption. Implications for Rehabilitation Standard RTW arrangements can be
inadequate when a RTW plan requires active co-worker support. Privacy and
confidentiality provisions can result in managers using informal procedures for
information exchange and to engage co-workers.
The use of risk management
strategies - assessment, consultation and communication - could be used to
include co-workers when workplace issues threaten the success of a RTW plan.

Langue : ANGLAIS