AN EXPLORATION OF ORGANIZATIONAL CULTURE AND NURSING PRACTICE WITHIN WORKSITE HEALTH PROMOTION SETTINGS.
Contributors: Pennsylvania State University.
Published: 1994
Number of pages: 309
Subjects: Health Sciences, Nursing.; Business Administration, Management.; Health Sciences, Occupational Health and Safety.
Description: In the United States, worksite health promotion evolved in response to two recent initiatives: the Surgeon General's proposal that the public focus on health promotion rather than illness treatment; and a national movement toward health care reform. Both the need to reduce escalating health care costs and the need to improve employee health stimulated businesses and industries to adopt health promotion. Because of this shift, occupational health nurses are now more involved in health promotion.

The purpose of this study was to explore how organizational cultures influence changes in nursing practices with regard to worksite health promotion. Schein's organizational culture framework and an "organizational symbolism" approach guided this inquiry. Multiple case studies were used to gather data describing the complex contextual patterns and relationships among organizational cultures, corporate changes toward health promotion, and occupational health nursing practices. Data collection included nonparticipant observation, participant observation, ethnographic interviewing, and document and archival data retrieval.

Three sites were selected by using a nominated sampling technique. Interviews and observations involved interactions between the occupational health nurse (OHN) and the people with whom the OHN worked. These included the human resource manager, a plant administrator, a company physician, employees, and support staff.

Data were examined using content analyses, pattern matching, and time-series analyses. The use of multiple sources of data enhanced validity while the use of multiple case studies and protocol questions enhanced reliability. The results of data analyses were reported according to similarities and differences.

Across companies, similar leadership values pertained to management of worker illnesses and injuries. A commonly held goal was to get people back to work in a timely, cost-efficient and health-effective manner. The aim was to minimize economic drains while retaining or improving general health for the workers.

Differences related to leadership assumptions regarding occupational health nursing knowledge and capability, the need for worker participation in health-related decision-making, and organizational definitions of health care. Differences also involved nursing and administrator willingness to "let go" of old roles and practices in order to embrace new ones.
Notes: Source: Dissertation Abstracts International, Volume: 55-09, Section: B, page: 3812.

Thesis (PH.D.)--THE PENNSYLVANIA STATE UNIVERSITY, 1994.

School code: 0176.