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The Influence of Organizational Factors on Return-to-Work Outcomes

Publication: Canadian Journal of Community Mental Health
2 January 2007

Abstract

This study explores the types of company policies and benefits that are associated with variations in return to work for workers with depression-related disability. Three financial institutions essentially following the same regulations and with a similar rate of depression-related short-term disability experienced some striking differences in their return-to-work outcomes. This mixed method study seeks to understand differences in the work environments and more specifically in disability management practices, and reflects on how these differences might have contributed to variations in return to work. Five themes emerged during the analysis of the qualitative data: (a) changing work environment, (b) leadership with respect to disability, (c) supportive managers, (d) accountability, and (e) cross-functional coordination. The similarities and differences among the three companies with respect to these themes help increase our understanding of the differences in the return-to-work outcomes.

Résumé

Cette étude explore le lien entre des données sur le retour au travail d'employés souffrant de dépression, et les types d'avantages sociaux et de politiques qui s'appliquent en cette matière dans les milieux de travail. Nous avons observé des variations frappantes entre 3 entreprises qui appliquent essentiellement les mêmes règlements et ont des taux similaires d'invalidité à court terme due à la dépression. Nous avons utilisé une approche à la fois quantitative et qualitative pour comprendre comment des différences dans l'environnement de travail (et plus particulièrement dans la gestion de l'invalidité au travail) pouvaient avoir un effet sur ces variations. L'analyse des données qualitatives a fait ressortir 5 thèmes: (a) les changements dans l'environnement de travail; (b) la conscience des problèmes au niveau de la direction; (c) le soutien des gestionnaires; (d) les diverses responsabilités; (e) la coordination interfonctionnelle. Les ressemblances et les différences que nous avons notées, pour chacun des thèmes, entre les 3 entreprises nous ont ainsi permis de mieux comprendre les variations que nous avions observées.

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Published In

cover image Canadian Journal of Community Mental Health
Canadian Journal of Community Mental Health
Volume 25Number 2September 2006
Pages: 121 - 142

History

Version of record online: 2 January 2007

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Michele Caveen
Health Systems Research and Consulting Unit, Centre for Addiction and Mental Health, Toronto
Carolyn S. Dewa
Health Systems Research and Consulting Unit, Centre for Addiction and Mental Health and Department of Psychiatry, University of Toronto
Paula Goering
Health Systems Research and Consulting Unit, Centre for Addiction and Mental Health and Department of Psychiatry, University of Toronto

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