Implementation of a system for working environment management

Abstract: This thesis addresses the problem of developing and implementing an activity-based system for management of working environment conditions. Through explorative case studies in municipal care of the elderly the prerequisites of motivation, capacity and opportunity were examined. Systems objectives were derived from the Provisions enforced by The Swedish Working Environment Authority. The Provisions emphasize that working environment issues shall be integrated with activity-issues like economy and quality and include routines for risk analysis and action planning. An action research program was initiated including organizational interventions. A specific communication structure of meetings was designed. Simulations of workplace team meetings were accomplished including analysis and management of existing risks. The program was evaluated in the field by means of participant observation and structured interviews. The formative design of evaluation assessed the participants' motivation, capacity and opportunity to perform. The initial evaluation concerned how the participants performed risk analyses according to the action plan. Results showed that the participants operated according to the given meeting structure. Some risk factors were analyzed on numerous occasions, e.g. physical factors, while other risk factors, e.g. harassments were never considered in meeting contexts. The result implies the need of complementary work methods for risk assessment, i.e. professional employee interviews and questionnaires. The subsequent evaluation inquired into the first line managers' mental models using these methods. Results showed that the managers in general acknowledged the characteristics of the methods, i.e. strengths and sources of error. The concluding evaluation examined the working environment planning of the executive board. Results showed that the representatives in general held indistinct perceptions of the systems characteristics. A majority of the executive boards failed to communicate specific strategies for operative management. Some guiding principles for system implementation were suggested on the basis of the empirical results.