a Department of Public Health, Occupational Health , Helsinki University , Helsinki , Finland.
b The Finnish Institute of Occupational Health , Helsinki , Finland.
Disabil Rehabil. 2019 Aug;41(17):2015-2025. doi: 10.1080/09638288.2018.1455112. Epub 2018 Mar 28.
To introduce the Finnish practice of collaboration aiming to enhance work participation, to ask supervisors about its reasons and usefulness, to study supervisors' needs when they face work disability, and to compare the experiences of supervisors whose profiles differ. An online questionnaire based on the Finnish practice of collaboration between supervisor and occupational health services (OHS) went to supervisors in six public and private organizations. A total of 254 supervisors responded, of whom, 133 (52%) had collaborated in work disability negotiations, representing a wide variety with differing professional profiles. In their role of managing work disability, supervisors appeared to benefit from three factors: an explicit company disability management (DM) policy, supervisors' training in DM, and collaboration with OHS. Reasons for work disability negotiations were long or repeated sick-leaves and reduced work performance. Expectations for occupational health consultations focused on finding vocational solutions and on obtaining information. Supervisors assessed the outcomes of collaboration as both vocational and medical. Supervisors with differing professional profiles prioritized slightly different aspects in collaboration. Collaboration with OHS is an important option for supervisors to enhance work modifications and the work participation of employees with work disability. Implications for Rehabilitation Work disability negotiation between supervisor, employee, and occupational health services (OHS) is an effective method to enhance work participation. Collaboration with occupational health can advance work modifications and also lead to medical procedures to improve work performance. Supervisor training, companies' explicit disability management policy, and collaboration with OHSs all advance employee's work participation. Collaboration with OHSs may serve as training for supervisors in their responsibility to support work participation.
为了介绍芬兰合作实践，以增强工作参与度，向主管询问其原因和有用性，研究主管在面对工作残疾时的需求，并比较具有不同特征的主管的经验。 基于芬兰主管与职业健康服务机构（OHS）之间合作的在线问卷发送给了六家公共和私营组织的主管。共有 254 名主管做出回应，其中 133 名（52％）参与了工作残疾谈判，代表了具有不同专业特征的各种主管。 在管理工作残疾的角色中，主管似乎受益于三个因素：明确的公司残疾管理（DM）政策、主管在 DM 方面的培训以及与 OHS 的合作。工作残疾谈判的原因是长期或反复的病假和工作绩效下降。对职业健康咨询的期望侧重于寻找职业解决方案和获取信息。主管将合作的结果评估为职业和医疗方面都有收获。具有不同专业特征的主管在合作方面略有不同的重点。 与 OHS 合作是主管增强残疾员工工作调整和工作参与度的重要选择。 康复的意义 主管、员工和职业健康服务机构（OHS）之间的工作残疾谈判是增强工作参与度的有效方法。与职业健康的合作可以推进工作调整，并促使采取医疗程序来提高工作绩效。主管培训、公司明确的残疾管理政策以及与 OHS 的合作都有助于提高员工的工作参与度。与 OHS 的合作可以作为主管支持工作参与度的责任培训。
