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Coordination of return-to-work for employees on sick leave due to common mental disorders: facilitators and barriers.协调因常见精神障碍而休病假的员工重返工作岗位:促进因素和障碍。
Disabil Rehabil. 2022 Jun;44(13):3113-3121. doi: 10.1080/09638288.2020.1855263. Epub 2020 Dec 5.
2
The ReWork-Stroke rehabilitation programme described by use of the TIDieR checklist.《再工作:卒中康复项目》,使用 TIDieR 清单进行描述。
Scand J Occup Ther. 2021 Jul;28(5):375-383. doi: 10.1080/11038128.2020.1790654. Epub 2020 Jul 20.
3
From Work Ability Research to Implementation.从工作能力研究到实施。
Int J Environ Res Public Health. 2019 Aug 12;16(16):2882. doi: 10.3390/ijerph16162882.
4
The use of information and communication technology in healthcare to improve participation in everyday life: a scoping review.利用信息通信技术改善医疗保健中的日常生活参与度:一项范围综述。
Disabil Rehabil. 2020 Nov;42(23):3416-3423. doi: 10.1080/09638288.2019.1592246. Epub 2019 Apr 9.
5
Being a co-worker or a manager of a colleague returning to work after stroke: A challenge facilitated by cooperation and flexibility.成为中风后重返工作岗位同事的同事或经理:合作与灵活性带来的挑战。
Scand J Occup Ther. 2020 Apr;27(3):213-222. doi: 10.1080/11038128.2018.1526318. Epub 2019 Jan 29.
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Return-to-Work Coordinators' Practices for Workers with Burnout.重返工作岗位协调员针对 burnout 员工的实践措施。
J Occup Rehabil. 2019 Sep;29(3):493-502. doi: 10.1007/s10926-018-9810-x.
7
Workplace interventions to improve work ability: A systematic review and meta-analysis of their effectiveness.工作场所干预措施以提高工作能力:系统评价和荟萃分析其有效性。
Scand J Work Environ Health. 2018 Mar 1;44(2):134-146. doi: 10.5271/sjweh.3685.
8
Return to work after stroke: Important aspects shared and contrasted by five stakeholder groups.中风后重返工作岗位:五个利益相关者群体分享和对比的重要方面
Work. 2016;55(4):901-911. doi: 10.3233/WOR-162455.
9
Experiences of the return to work process after stroke while participating in a person-centred rehabilitation programme.在参与以患者为中心的康复计划期间中风后重返工作岗位的经历。
Scand J Occup Ther. 2017 Sep;24(5):349-356. doi: 10.1080/11038128.2016.1249404. Epub 2016 Nov 11.
10
Client-centred ADL intervention after stroke: Occupational therapists' experiences.中风后以患者为中心的日常生活活动干预:职业治疗师的经验
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ReWork-Stroke 项目的实施:过程评估。

The delivery of the ReWork-Stroke program: A process evaluation.

机构信息

Centre for Research & Development, Uppsala University, Gävle, Sweden.

Department of Neurobiology, Care Sciences and Society, Division of Occupational Therapy, Karolinska Institutet, Huddinge, Sweden.

出版信息

Work. 2021;70(2):467-478. doi: 10.3233/WOR-213585.

DOI:10.3233/WOR-213585
PMID:34633348
原文链接:https://pmc.ncbi.nlm.nih.gov/articles/PMC8673516/
Abstract

BACKGROUND

The ReWork-Stroke program was developed to meet the need for a person-centered rehabilitation program addressing return to work after stroke and was provided by occupational therapists (OTs).

OBJECTIVE

To gain knowledge on the implementation process of the ReWork-Stroke program, the mechanisms of impact, and the contextual factors that might have affected the process.

METHODS

A case study design was used. Data were collected by interviews with two ReWork-Stroke providers and their logbooks of 13 clients. Content analysis was applied.

RESULTS

The ReWork-Stroke program varied in duration (12-48 weeks) and was largely implemented according to plan regarding components and how they were provided. It was mostly delivered at the workplace. Mechanisms of impact were building alliances with clients, providing intervention at the workplace, informing about stroke, assigning co-workers as tutors for clients, and collaboration between stakeholders.

CONCLUSIONS

The ReWork-Stroke program can be implemented according to plan and is a flexible person-centered program in which stakeholders, coordinated by an OT, plan and take actions, mostly at the workplace, for the client's return to work. A key factor was recognizing the current work ability after stroke. Further program development includes a more structured evaluation and technical solutions for supporting stakeholders.

摘要

背景

ReWork-Stroke 计划的开发是为了满足中风后重返工作岗位的以人为中心的康复计划的需求,并由职业治疗师(OT)提供。

目的

了解 ReWork-Stroke 计划的实施过程、影响机制以及可能影响该过程的背景因素。

方法

采用案例研究设计。通过对两名 ReWork-Stroke 提供者及其 13 名客户的日志进行访谈收集数据。采用内容分析法。

结果

ReWork-Stroke 计划的持续时间(12-48 周)各不相同,在组件及其提供方式方面基本按计划实施。它主要在工作场所进行。影响机制包括与客户建立联盟、在工作场所提供干预、告知中风情况、为客户分配同事作为导师以及利益相关者之间的合作。

结论

ReWork-Stroke 计划可以按计划实施,是一个灵活的以人为中心的计划,利益相关者在 OT 的协调下,主要在工作场所为客户的重返工作岗位制定和采取行动。一个关键因素是认识到中风后的当前工作能力。进一步的计划开发包括更结构化的评估和技术解决方案,以支持利益相关者。