Department of Social Medicine, Maastricht University, Maastricht, the Netherlands.
Disabil Rehabil. 2013 Apr;35(7):527-37. doi: 10.3109/09638288.2012.704123. Epub 2012 Aug 16.
Canada has a long tradition of involving employee representatives in developing work reintegration policies and expects this to positively affect employee involvement to improve work reintegration success. The purpose of this study was to examine employee involvement in reintegration in a Canadian province as experienced by employees.
Fourteen semi-structured interviews were held with employees in a healthcare organization. The interview topic list was based on a review of local reintegration policy documents and literature. Interviews were transcribed verbatim and analysed using ethnographic methodology.
Employees do not feel in control of their reintegration trajectory. In the phase of reporting sickness absence, they wrestle with a lack of understanding on how to report in sick. In the phase of reintegration planning and coordination, they hesitate to get involved in the organization of reintegration. In the phase of reintegration plan execution, employees encounter unfulfilled expectations on interventions.
Employee involvement in the organization of reintegration makes them responsible for the development of reintegration trajectories. However, they consider themselves often incapable of completing this in practice. Moreover, employees experience that their contribution can boomerang on them.
• It is not that employees are not able to think along or decide on their reintegration trajectory but rather they are expected to do so at times when they cannot oversee their illness and/or recovery trajectory. • Settings out reintegration procedures that are inflexible in practice do not recognize that employee involvement in work reintegration trajectories can develop over time. • The disability management professional has a central role in organizing and supporting employee involvement in work reintegration, however, the employees do not experience this is indeed happening.
加拿大长期以来一直让员工代表参与制定工作再融入政策，并期望这能积极影响员工参与度，以提高工作再融入的成功率。本研究旨在通过员工的亲身体验，研究加拿大某省的员工在再融入过程中的参与情况。
在一家医疗机构中，对 14 名员工进行了 14 次半结构化访谈。访谈主题列表基于对当地再融入政策文件和文献的回顾。访谈逐字记录下来，并使用民族志方法进行分析。
员工觉得自己无法控制再融入的轨迹。在报告病假阶段，他们对如何报告病假感到困惑。在再融入规划和协调阶段，他们犹豫是否要参与再融入的组织。在再融入计划执行阶段，员工对干预措施的期望没有得到满足。
员工参与再融入组织，使他们对再融入轨迹的发展负责。然而，他们认为自己在实践中往往无法完成这一任务。此外，员工还发现自己的贡献可能会适得其反。
• 并不是员工没有能力思考或决定自己的再融入轨迹，而是他们在无法监督自己的疾病和/或康复轨迹时，需要这样做。• 在实践中，再融入程序缺乏灵活性，没有认识到员工参与工作再融入轨迹可以随着时间的推移而发展。• 残疾管理专业人员在组织和支持员工参与工作再融入方面发挥着核心作用，但员工并没有体验到这一点。
