Jansen Joke, Brouwer Sandra, Alma Manna A, Boot Cecile R L
Department of Health Sciences, Community and Occupational Health, University of Groningen, University Medical Center Groningen, Groningen, The Netherlands.
Department of Health Sciences, Applied Health Sciences, University of Groningen, University Medical Center Groningen, Groningen, The Netherlands.
Disabil Rehabil. 2025 Feb;47(3):601-608. doi: 10.1080/09638288.2024.2343823. Epub 2024 Apr 25.
The aim of this qualitative study was to explore ways that employer support influenced successful return to work (RTW) in workers with disabilities.
We conducted a semi-structured interview study among 27 workers with disabilities in the Netherlands who received a partial disability benefit two years after sick leave and who continued working in paid (part-time) employment after a period of long-term sickness absence (> 2 years). We analyzed data by means of thematic analysis.
We identified four types of employer support that were experienced as factors of successful RTW: 1. Supervisor accessibility; 2. Supervisor engagement; 3. Supervisor strategies; and 4. Supervisor-initiated work accommodations. More specifically, during the preparations for RTW phase, the supervisor's active role involved having a positive and open attitude toward facilitating RTW; during the initial RTW phase, the supervisor's role involved being creative in finding solutions for work accommodations; and during the sustained RTW phase, the supervisor's role included helping workers who still needed changes in their work situations.
The elements of successful employer support reveals that the pressure on the shoulders of the supervisor is high. Future research should further investigate whether supervisors need more phase-specific training from their organization.
本定性研究旨在探索雇主支持影响残疾员工成功重返工作岗位(RTW)的方式。
我们对荷兰27名残疾员工进行了半结构化访谈研究,这些员工在病假两年后领取了部分残疾津贴,并在长期病假(超过2年)一段时间后继续从事带薪(兼职)工作。我们通过主题分析对数据进行了分析。
我们确定了四种被视为成功重返工作岗位因素的雇主支持类型:1. 主管的可接近性;2. 主管的参与度;3. 主管的策略;4. 主管发起的工作调整。更具体地说,在重返工作岗位准备阶段,主管的积极作用包括对促进重返工作岗位持积极和开放的态度;在重返工作岗位初始阶段,主管的作用包括创造性地寻找工作调整解决方案;在持续重返工作岗位阶段,主管的作用包括帮助仍需改变工作状况的员工。
成功的雇主支持要素表明主管肩负的压力很大。未来的研究应进一步调查主管是否需要从其组织获得更多针对特定阶段的培训。