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Article
Publication date: 29 June 2010

Gerard I.J.M. Zwetsloot, Arjella R. van Scheppingen, Anja J. Dijkman, Judith Heinrich and Heleen den Besten

A healthy and vital workforce is an asset to any organization. Workplace health management and health promotion are therefore increasingly relevant for organizations. This paper…

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Abstract

Purpose

A healthy and vital workforce is an asset to any organization. Workplace health management and health promotion are therefore increasingly relevant for organizations. This paper aims to identify the organizational benefits companies strive for, and analyzes the ways companies use and manage data in order to monitor, evaluate and improve the achievement of organizational benefits through workplace health management.

Design/methodology/approach

A case study was carried out in four frontrunner organizations in health management in The Netherlands. The benefits the companies strived for were systematically investigated, as were the ways in which the companies used and managed their relevant data.

Findings

The organizations had many data that were potentially useful for managing and evaluating the realization of the intended health and business benefits. However, these data were only available and usable in a fragmented manner. As a result, the business impact of health interventions was neither properly evaluated nor consistently managed.

Research limitations/implications

The research was limited to four frontrunner companies in The Netherlands. The results presented are predominantly qualitative.

Practical implications

Suggestions for improving the management of organizational benefits from workplace health interventions are given here; they were formulated though an iterative process with the companies involved.

Originality/value

Research on the combination of health and business benefits of workplace health management has been rather limited thus far. The present paper provides a complete picture of the benefits strived for by four Dutch frontrunner organizations, as well as the data available to them, which are or could be used for guiding and improving workplace health management.

Details

International Journal of Workplace Health Management, vol. 3 no. 2
Type: Research Article
ISSN: 1753-8351

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Article
Publication date: 26 October 2012

Arjella van Scheppingen, Nico Baken, Gerard Zwetsloot, Ellen Bos and Frank Berkers

Health is a main resource for human functioning. Embedding generative health management within organisations, therefore, is useful for health and productivity reasons. Generative…

375

Abstract

Purpose

Health is a main resource for human functioning. Embedding generative health management within organisations, therefore, is useful for health and productivity reasons. Generative health management requires a change in the thinking and actions of all stakeholders, and should be regarded as a system transition that may be supported by a value case. In this study, a value case methodology is described and piloted. The aim was to investigate the efficacy of the value case methodology for generative health management within organisations.

Design/methodology/approach

This paper takes the form of a case study, in which the interactive value case methodology is piloted within a research foundation in The Netherlands.

Findings

The different perspectives from the internal stakeholders on generative health management were made explicit, and revealed a strong relation between organisational development and health. The interactive value‐case methodology has initiated a process in which stakeholders jointly defined the full value of generative health management. During that process, some stakeholders developed an active personal commitment towards the transition.

Research limitations/implications

The research was only carried out in one case. The value case methodology is potentially also useful for other transitions (long‐term complex developments or system innovations). The case study provided a broad view on the relevance of health for all stakeholders within this single case, and contributed to ownership of the transition.

Practical implications

A value case presents stakeholders' multi‐perspective visions and preferences with regard to health and organisational development. The participative approach opens up ways to an active commitment of relevant stakeholders who are willing to support transitions.

Originality/value

The methodology to assess the full value of complex transitions is still of an explorative nature. The value case methodology may offer innovative ways to support transitions in individuals, organisations and society as a whole.

Details

Journal of Human Resource Costing & Accounting, vol. 16 no. 4
Type: Research Article
ISSN: 1401-338X

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Article
Publication date: 1 May 2001

Gerard Zwetsloot

A European case study on the relationships of environmental management and health and safety with an emphasis on innovation and organisational learning in five European…

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Abstract

A European case study on the relationships of environmental management and health and safety with an emphasis on innovation and organisational learning in five European frontrunner companies was carried out. Three major factors are regarded as essential conditions for the realisation of innovations: the willingness and capability of the company and the availability of relevant opportunities. This project focuses on the willingness and capability for innovation. The willingness to innovate is increased by increased financial profitability, manager’s awareness of strategic importance of environmental management, well defined qualitative aims and quantitative targets, striving towards continuous improvement, the creation of new business opportunities, the involvement of R&D, improved product design, striving towards improvement in the material and energy efficiency and proven successes in this area, and improved employee motivation. The capabilities for innovation are increased by visible management commitment, a corporate culture aiming at continuous improvement in all respects (TQM), cross functional co‐operation, EHS training and qualification programmes, networking with other companies or sites, stimuli for initiatives from employees, monitoring progress in behavioural aspects, and participation and improved employee involvement. Then three aspects are discussed: the different focuses in environmental (or EHS) management; the vital contribution of the cultural aspect; the growing meaning of the “softer” aspects of EHS Management. Finally the limitations of this study are discussed.

Details

Environmental Management and Health, vol. 12 no. 2
Type: Research Article
ISSN: 0956-6163

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