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Table 4 Changes expected in Copenhagen Psychosocial Questionnaire scales in three units

From: Interactions between lean management and the psychosocial work environment in a hospital setting – a multi-method study

  Scale Change Motivation
Ward-I Quantitative Demands -1 Better work design due to Lean intervention
Tempo -1 -do-
Cognitive Demands +1 CI work and use of VM
Emotional Demands 0 No related to Lean or some other change
Demands for Hiding Emotions 0 Not related to Lean intervention at Ward-I
Influence at Work +1 Lean with CI activity
Possibilities for Development +1 -do-
Meaning of Work +1 Steady Lean intervention with CI
Commitment to Workplace +1 -do-
Predictability +1 CI with VM
Rewards at Work +1 Lean with a supportive leadership
Role Clarity +1 Improved work organization as a result of Lean
Role Conflicts -1 Lean generally
Social support from Colleagues +1 Teamwork, CI and new seating plan
Social support from Supervisors +1 Supportive leadership
Social Community at Work +1 Steady Lean having teamwork
Horizontal Trust 0 Already good enough at T1
Vertical Trust 0 -do-
Justice and Respect +1 Physicians and nurses working in pairs may lead to feeling of fair work distribution
Ward-II Quantitative Demands -1 High value at T1 due to high patient volume and Lean work
Tempo -1 -do-
Cognitive Demands -1 CI and VM being tried at T1 but couldn’t work
Emotional Demands +1 Bad Lean perception increased dissatisfaction
Demands for Hiding Emotions 0 Not related to Lean intervention at Ward-II
Influence at Work +1 VSM, work redesign and teamwork
Possibilities for Development 0 No CI activity
Meaning of Work 0 No CI activity mean no employee involvement
Commitment to Workplace +1 High turnover implies very low value at T1
Predictability 0 Limited information dissemination as no VM
Rewards at Work 0 Not related to Lean intervention at Ward-II
Role Clarity 0 No CI to make roles clearer
Role Conflicts 0 No other changes to increase role conflicts
Social support from Colleagues +1 Teamwork and new seating plan
Social support from Supervisors +1 Staff welcomed leadership change before T2
Social Community at Work +1 Teamwork and new seating plan
Horizontal Trust 0 The scale item regarding management will cancel the effect of teamwork
Vertical Trust 0 Distrust at T1due to Lean likely to be cancelled by trust in new leadership at T2
Justice and Respect +1 Physicians and nurses working in pairs may lead to feeling of fair work distribution
ED Quantitative Demands +1 Deterioration of Lean
Tempo +1 -do-
Cognitive Demands -1 Morning meetings with whiteboard being held at T1 but abandoned till T2
Emotional Demands 0 Not related to Lean intervention at ED
Demands for Hiding Emotions 0 -do-
Influence at Work 0 Likely poor at T1 and remain poor at T2
Possibilities for Development -1 Deterioration of Lean
Meaning of Work -1 -do-
Commitment to Workplace -1 -do-
Predictability 0 Not related to Lean intervention at ED
Rewards at Work -1 Deterioration of Lean
Role Clarity -1 -do-
Role Conflicts +1 -do-
Social support from Colleagues -1 Less teamwork as morning meetings abandoned
Social support from Supervisors -1 Withering leadership
Social Community at Work -1 Less teamwork
Horizontal Trust 0 No Lean or other changes likely to change this
Vertical Trust -1 Deterioration of Lean
Justice and Respect 0 -do-