Hulcombe Julie, Capra Sandra, Whitehouse Gillian
School of Human Movement and Nutrition Sciences, Level 2, Connell Building, University of Queensland, St Lucia, Qld 4072, Australia.
School of Political Science and International Studies, Level 5, General Purpose North (39A), The University of Queensland, St Lucia, Qld 4072, Australia.
Aust Health Rev. 2021 May;45:627-632. doi: 10.1071/AH20288.
Objective The aim of this study was to explore allied health professional (AHP) managers' implementation of the right to request part-time hours on return from maternity leave in Queensland Health (QH) hospitals. Methods Qualitative data were collected via interviews with AHP managers from a cross-section of professions with variations in workforce size and gender composition. Interviews were audio recorded, transcribed and analysed thematically. Results Twenty-one of a potential 40 AHP managers agreed to participate in the study (response rate 53%). The main finding was that the implementation of part-time work arrangements was being driven by regulation and work was being managed without complementary changes to established workplace practices or adequate organisational support. Conclusion The use of regulatory instruments to implement part-time work in organisations without complementary work redesign, change management and organisational support suggests that there are significant barriers to this type of flexible working arrangement (FWA) becoming accepted workplace practice for AHPs in QH. A whole-of-organisation approach is needed to make FWA a reality. What is known about the topic? Research has underlined the importance of implementation and management rather than simply the adoption of FWA policies. However, there have been few reports about AHP management of part-time hours on return from maternity leave. What does this paper add? This paper provides information specifically about the management response to part-time work entitlements for AHP in QH. It indicates that managers are implementing part-time work because it is a regulatory requirement, but often without a substantive commitment to FWA complementary redesign of services or sufficient organisational support. What are the implications for practitioners? Complementary work redesign measures and resources are needed to make workplaces genuinely flexible rather than just superficially consistent with regulatory requirements.
目的 本研究旨在探讨昆士兰卫生（QH）医院中健康专业辅助人员（AHP）管理人员对产假结束后申请非全日制工作权利的实施情况。方法 通过对来自不同专业领域、员工规模和性别构成各异的AHP管理人员进行访谈，收集定性数据。访谈进行了录音、转录并进行主题分析。结果 在40名潜在的AHP管理人员中，有21人同意参与研究（回复率53%）。主要发现是，非全日制工作安排的实施是由法规驱动的，工作管理过程中没有对既定的工作场所实践进行相应改变，也缺乏足够的组织支持。结论 在没有进行互补性工作重新设计、变革管理和组织支持的情况下，利用监管手段在组织中实施非全日制工作，这表明这种灵活工作安排（FWA）要成为QH中AHP被认可的工作场所实践存在重大障碍。需要采取全组织范围的方法来使FWA成为现实。关于该主题已知的情况是什么？研究强调了实施和管理的重要性，而不仅仅是采用FWA政策。然而，关于AHP产假结束后非全日制工作管理的报道很少。本文补充了什么内容？本文专门提供了关于QH中AHP非全日制工作权利管理回应的信息。它表明管理人员实施非全日制工作是因为这是一项监管要求，但往往没有对FWA进行服务的实质性重新设计或提供足够的组织支持。对从业者有什么启示？需要采取互补性工作重新设计措施和资源，以使工作场所真正灵活，而不仅仅是表面上符合监管要求。
