Abstract

In the United States, the dramatic growth in the ageing population is predicted to place increased demand on long-term care facilities in the coming decades. The work of employees providing direct care to the elderly in these facilities is characterised by long or variable work shifts, physical and emotional strain from caring for the aged, and low wages. An important challenge facing long-term care employers is focused on increasing retention among employees. Researchers at the University of Minnesota are collaborating with leadership at a non-profit elder care organisation with facilities in Minnesota and Iowa to implement and evaluate management-led interventions to 1) improve employees’ health behaviours, and 2) increase workplace social and managerial support with the intended outcome of improved job satisfaction and retention.

Components of the intervention include provision of Fitbits to participating employees and initiation of management driven health activities. The study will evaluate effects of the intervention on health behaviours, perceptions of organisational support, and job satisfaction. Baseline survey results indicate that management differs from other direct care workers in the measures of organisational support and job satisfaction, but does not differ in health behaviours. Upon completion of the 9 month intervention, the influences of change in health behaviours and change in perceptions of organisational support will be evaluated in association with measurements of job satisfaction and compared to job retention information. Findings will be used to inform internally sustainable, management-driven interventions to maintain a healthy and happy workplace. Preliminary results will be presented.