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Importance of Work-Life Balance

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					WORK-LIFE
BALANCE
                         By:
 Ma Anjela Legaspi, Natasha Hartslief, Olivia Mania,
Habiba Isah Dan Azimi, Kristen Feldtmann and Pauline
                       Shultz.

                    GNP’s 2009
    Introduction
What is work and life balance?
 - management/prioritisation
 - flexibility
 - control
 - interests/career goals
(Hobson, Delunas & Kesic, 2001)


•   Individuals each have unique responsibilities;
    what happens if these are compromised with
    multiple roles?
    Overview
•   The importance of work-life balance.
•   What work-life balance impacts on.
•   Strategies to improve your balance.
•   Communication in relation to stress and
    work-life balance.
•   Organisations and Departments.
Importance of Work-Life
       Balance
    Why is it so Important?
•   Basically, stress “forces us
    to deviate from normal
    functioning”.

•   A small amount of stress
    can be a useful tool, which
    helps us become motivated
    and efficient. But severe
    occupational stress impacts
    negatively both personally
    and professionally.
•   Patient Care: Stress has
    the ability to negatively
    impact on the quality of
    care we give our patients.

•   Job satisfaction: Stress can
    question our job
    happiness.

•   Achieve nursing retention:
    We have the highest rates
    of turnover in any other
    industry!
•   Nursing occupational stress
    leads to an increase in
    morbidity and mortality.

•   Good balance prevents
    burnout, which is when we
    feel emotionally exhausted
    and our sense of personal
    accomplishment is
    diminished.
      Balance

         =

     healthy and
satisfying lives both
  personally and
   professionally
      What Work-Life Balance
           Impacts on
•    Work-life balance has
    gained increasing
    prominence in recent
    years.

•   Working hours
    emerges as one of the
    issues of great concern.
      What Work-Life Balance
           Impacts on
•   Rotation between nights
    and days.

•   Difficulty focusing on even
    the simplest thing.
      What Work-Life Balance
           Impacts on
•   Burnout and
    emotional distress.

•   Stress may also lead to
    binge eating, smoking
    and alcohol
    consumption.
•   Finally...
    Strategies For Work Life
            Balance
•   DEMOGRAPHICS: According to Australian bureau
    of statistics in 2001, one in three working adults suffer
    from work- related stress.
•   In the world of globalization, economic rationalization,
    downsizing and longer shift hours there is no getting
    away from stress, it is the way you deal with it that
    counts.
•   Getting the balance right is a challenge to every
    organsation and individuals.
•   According to the National occupational health and
    safety commission’s reports mental stress is 6% of all
    work injury claimed, up from 3% in 1997/98.
    Strategies For Work Life
    Balance For Employers
•   It is the responsibility of all employers to protect their
    employees to achieve a better balance between work,
    family and life commitments.
•   This can be achieved by creating a positive work life
    balance” thinking” by treating staff as adults who are
    balancing their work with commitments.
•   Be positive about making flexible changes in the work
    place in all aspects of employee relations.
•   Create a work life balance policy which enable all
    employees to balance work and family responsibilities.
•   Increase employee sense of control and choice.
    Strategies For Work Life
    Balance For Employers
•   Increase awareness of employees entitlements to
    access flexible working arrangements
•   Implement flexible work place which include
    supervisors, managers and senior staff by allowing
    flexible working hours, rosters and leave arrangements
    to accommodate family.
•    Increase the ability to attract and retain skilled
    employees.
•   Reducing staff turnover rates and increasing retention
    in the work place.
•   Conduct work life balance survey to identify staff
    needs in balancing work and family commitment.
•    Incorporate results into human resource management
    plan and staff work planning arrangement.
Reasons Why Staff Leave
      Their Jobs
   Staff leave organisation for many reasons such as
    career advancement, better job opportunities and
    retirement, these departures may be difficult to
    prevent.
   However, another reason staff leave their jobs,
    particularly women is to find a better work life
    balance.
   These include flexible working hours, time off or leave
    arrangement, a lack of access to suitable childcare
    arrangement.
   Undue stress and tension in the workplace which
    make working life more difficult and unpleasant.
   Long working hours and unstable rosters.
    Retention and Attraction
            Strategy
   To retain staff and better work life, there is need to
    provide:
   Flexible working hours and consultative rostering
    arrangement to all employees including managers and
    supervisors.
   Flexible leave arrangements and purchased leave as
    well as extended leave without pay.
   Introduce leave in single days.
   Increase job mobility within wards and transfer
    between hospitals, work areas and health services
   Improving safety wellbeing and respect for all
    employees in workplace
              Communication
•   Recent studies show most
    stress results from poor
    communication.
                Communication
•   Whilst employers can provide assistance to employees
    through various benefits and resources, much of the
    pursuit of balance lies in the hands of the individual and
    effective communication.
               Communication



•   Studies have indicated that nurses experience the highest
    levels of workplace stress!

•   In addition, evidence suggests that nurses suffer higher
    rates of mortality, psychiatric admissions and physical
    illness than workers outside the healthcare environment!
            Organisations and
              Departments
•   Where to seek professional assistance...
      Professional Assistance
       Western Health (WH)
•   WH acknowledges that staff have a right to work in a safe
    and supportive environment.
•   Aims to provide an environment which attracts, develops
    and retains people who work together to achieve a
    shared vision of excellence.
•   WH provides a counselling and
    psychology program to staff who
    are affected by stress which affects
    their work performance and / or
    wellness.
    Professional Assistance
     Western Health (WH)
   Filomena Bua, a Registered
    Psychologist with over 20
    years clinical experience,
    manages the Employee
    Assistance Program (EAP)
    and Critical Incident Stress
    Management (CISM) Program
    and provides on site support
    to all WH employees across
    all Campuses.
   All service delivery is
    confidential and includes
    defusing and debriefing either
    in one-on-one sessions /
    Group sessions and includes       Filomena Bua – CISM / EAP Program
    follow up and / or referral      Manager / Psychologist & Kerri Williams –
                                      Employee Services and Remuneration
    where appropriate.                              Manager
      Professional Assistance
       Western Health (WH)
 Examples of issues that staff may             Examples of issues that may affect staff
  attend EAP for are, but not limited            that may attend CISM are:
  to:                                           suicide
 Work issues such as conflict & Tension        death of a patient or series of deaths
 Family issues i.e. Separation / Divorce or    actual threatened harm to self or others
  relationship issues
                                                needle stick injury
 Emotional stress / Personal crisis
                                                being taken hostage
 Loss, Grief & Bereavement
                                                exposure to gruesome sights e.g. body
 Anxiety & Depression / Self esteem             parts
  concerns
                                                prolonged and / or unsuccessful
 Alcohol & Drug problems                        resuscitation
 Health                                        equipment failure
                                                fire
                                                bomb threat

                     Any staff member can self-refer at any time.

  This service is available Monday to Friday, during business hours.
                             8345 6583 or 56689.
Leave you name and contact details (your call will be responded to ASAP).
      Professional Assistance
       Western Health (WH)
•    Studies have shown that staff who have attended
    counselling, have not only seen an improvement in
    their personal lives, but also have experienced an
    improvement in work performance, work attitude
    and working relationships. It has shown a reduction
    in the number of sick days and / or resignations
    (Elliott and Williams, 2002).
    Conclusion
•   Managing stress
•   The need to provide flexibility, awareness and
    respect
•   Voice out your opinion – without communication
    there’s no compromise
•   Don’t waste the resources available, use them if
    need be
•   We need work and life balance!!!
                         References
Achieving work life balance: Retention or Attraction strategies for WA health,
  viewed 17 October, 09
  www.health.wa.gov.au

Bost, N., Wallis, M. (2006). The effectiveness of a 15 minute weekly massage in
  reducing physical and psychological stress in nursing. Australian Journal of
  Advanced Nursing, 23 (4), 28-33.

Brinkman, A. (2002). Occupational stress in hospitals – a nursing perspective.
   Kai Tiaki: Nursing New Zealand, ?? (?), 21-24.

Daggett,L. (2009). Balancing Act: How healthcare travel can help you find that
  elusive work/ life balance. Healthcare Traveler, March (2009), 29-35.

De cieri H, Holmes J, Abbott J, Pettit T 2002, work life balance strategies:
  progress & problems in Australian organizations.
Hobson, C.J., Delunas, L. & Kesic, D. (2001). Compelling evidence of the need
  for corportate work/life balance initiatives: results from a national survey
  of stressful life events. Journal of Employment, 38(1), 38-44.

Mac Kenzie Siusan 2005, work life balance strategies as a workforce
  management tool, www.achse.org.au

M.S. Elliott & D.I. Williams. (2002). A qualitative evaluation of an employee
   counselling service from the perspective of client, counsellor and
      organisation. Counselling Psychology Quarterly,
   Vol 15 (2), p 201-208.

Smith, A., Karavattuveetil, G. (2004). A Balancing Act: Managing your personal
  and professional life- Part II. Nursing Economics, 22 (1), 41-43.

Western Health. (2009). CISM / EAP Western Health Intranet –
 www.wh.org.au

Westwood, C. (2008). Happy nurses: How life coaching can help. Practice
 Nursing, 19 (3), 149-151.

				
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