The Supervisor’s Perceived Role in Employee Well-Being: Results From Mayo Clinic

Kaisa C. Wieneke, Karen S. Schaepe, Jason S. Egginton, Sarah M. Jenkins, Nicole C. Block, Beth A. Riley, Linde E. Sifuentes, Matthew M Clark

Research output: Contribution to journalArticle

Abstract

Purpose: Novel approaches are needed to enhance employee well-being and perhaps supervisors can be an effective agent for worksite health promotion. The aim of this study was to examine the supervisor’s perceived needs, barriers, and role for influencing employee well-being for incorporation into program development. Design: Semistructured, qualitative interviews of supervisors. Setting: Large, integrated academic health-care organization with over 30 000 employees and 2600 supervisors having access to comprehensive well-being programs and a successful well-being champion network comprised of 600 champions. Participants: Twenty supervisors representing clinical, research, and administrative units. Methods: Semistructured, one-on-one interviews were conducted and audio recorded. Analysis included content log development and open coding by a trained analyst to reveal key themes. More formalized content coding using specialized software for qualitative analyses was also conducted. Results: Supervisor responses were wide ranging regarding their perceived and desired role in promoting workplace well-being. Barriers from the supervisor perspective included high current workload, ambivalence about promoting wellness, lack of support from leadership, lack of flexibility and control at work, and difficulty accessing on-site resources. They perceived their potential role in well-being as remaining a positive role model and encouraging their staff in wellness activities. Conclusion: Although findings are generated from a small sample size, these qualitative data provide compelling and early insights into building a workplace well-being strategy leveraging an underutilized key stakeholder, the workplace supervisor.

Original languageEnglish (US)
JournalAmerican Journal of Health Promotion
DOIs
StateAccepted/In press - Jan 1 2018

Fingerprint

Workplace
well-being
employee
Interviews
workplace
Program Development
Workload
Health Promotion
coding
Sample Size
Software
Organizations
Delivery of Health Care
lack
role model
qualitative interview
ambivalence
health promotion
workload
Research

Keywords

  • employee well-being
  • organizational relationships
  • perceptions
  • supervisor
  • wellness culture

ASJC Scopus subject areas

  • Health(social science)
  • Public Health, Environmental and Occupational Health

Cite this

The Supervisor’s Perceived Role in Employee Well-Being : Results From Mayo Clinic. / Wieneke, Kaisa C.; Schaepe, Karen S.; Egginton, Jason S.; Jenkins, Sarah M.; Block, Nicole C.; Riley, Beth A.; Sifuentes, Linde E.; Clark, Matthew M.

In: American Journal of Health Promotion, 01.01.2018.

Research output: Contribution to journalArticle

Wieneke, Kaisa C. ; Schaepe, Karen S. ; Egginton, Jason S. ; Jenkins, Sarah M. ; Block, Nicole C. ; Riley, Beth A. ; Sifuentes, Linde E. ; Clark, Matthew M. / The Supervisor’s Perceived Role in Employee Well-Being : Results From Mayo Clinic. In: American Journal of Health Promotion. 2018.
@article{6b41cf865ddb4adb9794e0027d2bbf11,
title = "The Supervisor’s Perceived Role in Employee Well-Being: Results From Mayo Clinic",
abstract = "Purpose: Novel approaches are needed to enhance employee well-being and perhaps supervisors can be an effective agent for worksite health promotion. The aim of this study was to examine the supervisor’s perceived needs, barriers, and role for influencing employee well-being for incorporation into program development. Design: Semistructured, qualitative interviews of supervisors. Setting: Large, integrated academic health-care organization with over 30 000 employees and 2600 supervisors having access to comprehensive well-being programs and a successful well-being champion network comprised of 600 champions. Participants: Twenty supervisors representing clinical, research, and administrative units. Methods: Semistructured, one-on-one interviews were conducted and audio recorded. Analysis included content log development and open coding by a trained analyst to reveal key themes. More formalized content coding using specialized software for qualitative analyses was also conducted. Results: Supervisor responses were wide ranging regarding their perceived and desired role in promoting workplace well-being. Barriers from the supervisor perspective included high current workload, ambivalence about promoting wellness, lack of support from leadership, lack of flexibility and control at work, and difficulty accessing on-site resources. They perceived their potential role in well-being as remaining a positive role model and encouraging their staff in wellness activities. Conclusion: Although findings are generated from a small sample size, these qualitative data provide compelling and early insights into building a workplace well-being strategy leveraging an underutilized key stakeholder, the workplace supervisor.",
keywords = "employee well-being, organizational relationships, perceptions, supervisor, wellness culture",
author = "Wieneke, {Kaisa C.} and Schaepe, {Karen S.} and Egginton, {Jason S.} and Jenkins, {Sarah M.} and Block, {Nicole C.} and Riley, {Beth A.} and Sifuentes, {Linde E.} and Clark, {Matthew M}",
year = "2018",
month = "1",
day = "1",
doi = "10.1177/0890117118784860",
language = "English (US)",
journal = "American Journal of Health Promotion",
issn = "0890-1171",
publisher = "American Journal of Health Promotion",

}

TY - JOUR

T1 - The Supervisor’s Perceived Role in Employee Well-Being

T2 - Results From Mayo Clinic

AU - Wieneke, Kaisa C.

AU - Schaepe, Karen S.

AU - Egginton, Jason S.

AU - Jenkins, Sarah M.

AU - Block, Nicole C.

AU - Riley, Beth A.

AU - Sifuentes, Linde E.

AU - Clark, Matthew M

PY - 2018/1/1

Y1 - 2018/1/1

N2 - Purpose: Novel approaches are needed to enhance employee well-being and perhaps supervisors can be an effective agent for worksite health promotion. The aim of this study was to examine the supervisor’s perceived needs, barriers, and role for influencing employee well-being for incorporation into program development. Design: Semistructured, qualitative interviews of supervisors. Setting: Large, integrated academic health-care organization with over 30 000 employees and 2600 supervisors having access to comprehensive well-being programs and a successful well-being champion network comprised of 600 champions. Participants: Twenty supervisors representing clinical, research, and administrative units. Methods: Semistructured, one-on-one interviews were conducted and audio recorded. Analysis included content log development and open coding by a trained analyst to reveal key themes. More formalized content coding using specialized software for qualitative analyses was also conducted. Results: Supervisor responses were wide ranging regarding their perceived and desired role in promoting workplace well-being. Barriers from the supervisor perspective included high current workload, ambivalence about promoting wellness, lack of support from leadership, lack of flexibility and control at work, and difficulty accessing on-site resources. They perceived their potential role in well-being as remaining a positive role model and encouraging their staff in wellness activities. Conclusion: Although findings are generated from a small sample size, these qualitative data provide compelling and early insights into building a workplace well-being strategy leveraging an underutilized key stakeholder, the workplace supervisor.

AB - Purpose: Novel approaches are needed to enhance employee well-being and perhaps supervisors can be an effective agent for worksite health promotion. The aim of this study was to examine the supervisor’s perceived needs, barriers, and role for influencing employee well-being for incorporation into program development. Design: Semistructured, qualitative interviews of supervisors. Setting: Large, integrated academic health-care organization with over 30 000 employees and 2600 supervisors having access to comprehensive well-being programs and a successful well-being champion network comprised of 600 champions. Participants: Twenty supervisors representing clinical, research, and administrative units. Methods: Semistructured, one-on-one interviews were conducted and audio recorded. Analysis included content log development and open coding by a trained analyst to reveal key themes. More formalized content coding using specialized software for qualitative analyses was also conducted. Results: Supervisor responses were wide ranging regarding their perceived and desired role in promoting workplace well-being. Barriers from the supervisor perspective included high current workload, ambivalence about promoting wellness, lack of support from leadership, lack of flexibility and control at work, and difficulty accessing on-site resources. They perceived their potential role in well-being as remaining a positive role model and encouraging their staff in wellness activities. Conclusion: Although findings are generated from a small sample size, these qualitative data provide compelling and early insights into building a workplace well-being strategy leveraging an underutilized key stakeholder, the workplace supervisor.

KW - employee well-being

KW - organizational relationships

KW - perceptions

KW - supervisor

KW - wellness culture

UR - http://www.scopus.com/inward/record.url?scp=85049684213&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85049684213&partnerID=8YFLogxK

U2 - 10.1177/0890117118784860

DO - 10.1177/0890117118784860

M3 - Article

C2 - 29973056

AN - SCOPUS:85049684213

JO - American Journal of Health Promotion

JF - American Journal of Health Promotion

SN - 0890-1171

ER -