Table 3

HR of prescription of psychotropic medication in 2014 (n=1616) according to each type of organisational changes in 2013 among the study population (n=15 038)

Prescription, follow-up 1 January to 31 December 2014
Model 3Model 4
N (% prescriptions)HR95% CIHR95% CI
No changes6796 (10.1)1.001.00
Mergers2560 (11.4)1.110.95 to 1.281.14*0.97 to 1.34
Split-ups956 (10.2)0.980.79 to 1.230.98†0.78 to 1.23
Relocation1872 (10.3)1.000.85 to 1.191.02‡0.84 to 1.24
Change in management3781 (12.1)1.191.05 to 1.351.23‡1.07 to 1.41
Employee lay-off3204 (11.8)1.201.05 to 1.381.15§0.98 to 1.35
Budget cuts2401 (11.6)1.151.00 to 1.341.12¶0.95 to 1.31
  • Results for covariates omitted as no noteworthy changes in estimates were observed relative to table 2.

  • Model 3: Each type of change indicator adjusted for all employee-level covariates and number of work-unit employee and in the fixed part and a random intercept for the work-unit level. Model 4: As model 3, but each type of organisational changes additionally adjusted for other changes as potential confounders on the association with psychotropic prescriptions:

  • *Split-ups and Budget cuts; †budget cuts; ‡mergers and Split-ups; §mergers, change in management and budget cuts; ¶change in management.