Long-term effects of organizational development

in residential care for the elderly

focused on the interests of both residents and employees
Pascale Roux & Frederic Fredersdorf
Research Group for Social and Economic Sciences - Hochschulstraße 1 - A - 6850 Dornbirn

Introduction Results
According to Ducki (2000) insufficient communication policy, A ANOVA for each scale showed that 11 from 20 scales impact
participation and leadership causes health complaints. significant improve over the years.
Especially employee-participation leads to a positive effect
2003 2004 2005 2007
on their health, that’s why nursing staff is requested to
scale m m m m p
redesign their own work environment (Kielmann et al.,
2002). Even though the positive impact of these dimensions transparency 5,4 5,4 5,5 5,6 0,8

Needs
is generally accepted in literature, there is a lack of empirical scope of activities 4,3 4,3 4,5 4,7 0,09
studies (Jöns et al., 2005). On this note the long-term effects participation 4,6 4,5 4,7 5,0 0,07
of the implementation of the corporate culture based on the staffing 3,8 3,7 4,2 4,7 <0,001
needs of residents and employees were shown.

resources
residents 3,8 3,9 4,4 4,7 <0,001

comm.
coop.
colleagues 4,5 4,4 4,8 5,1 <0,001
Participants generally 5,2 5,0 5,0 5,3 0,2
105 employees from residential care for the elderly in social climate 4,2 3,8 4,1 4,5 0,004
Vorarlberg (81% female, 19% male) at the age of 19 to 57 turnover 3,9 4,0 4,0 3,1 <0,001
ment stressors

(average age 42). They work in all areas of residential care social stressors 3,0 3,0 2,9 2,6 0,07
for the elderly: administration (3,1%), care (54,6%), excessive 2,5 2,7 2,4 2,2 0,06
housekeeping & kitchen staff (33%) and other staff (9,2%). demands
4,5 4,5 4,7 5,1 0,005
Commit-

affective
calculative. 3,6 3,6 3,5 3,5 1
Setup of the evaluation
normative 3,2 3,3 3,0 3,3 0,5
The first two employee-questionnaires were carried out in
2003 before and in 2004 during the implementation of the emotional 2,2 2,5 2,2 2,1 0,01
Burnout

new corporate culture. In 2005 and 2007 two more surveys exhaustion
personal
were conducted. 4,8 4,9 5,0 5,1 0,1
gratification
depersonalisation 1,9 2,0 1,8 1,6 0,01
2003 2004 2005 2006 2007
aversion to residents 1,9 1,8 1,8 1,5 0,007
quality of services 4,3 4,2 4,9 5,0 <0,001
WUK corporate culture 4,2 4,3 4,5 4,7 <0,001
Average and standard deviation of the questionnaire scales
1. survey 2. survey 3. survey 4. survey

implemetation of the corporate culture

Discussion
based on the needs of residents and Overall this study shows that implementing a corporate culture
survey: employee attitude survey focused on the interests of residents and employees can approach
Points of time of the evaluation positive impacts on many dimensions. Now it would be important
to re-check if the positive effects last for some time. Furthermore, it
Response rates: 2003: 94%; 2004: 94%; 2005: 89%; was important to detect the reasons, why some dimension show
2007: 95% no effects.

Structure of the questionnaire References

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Hacker, W. (1992). Beanspruchungsscreening bei Humandienstleistungen. BHD-System. Frankfurt a. M.: Swets Test
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Kielmann, P. & Jöns, I. (2002). Gesundheitsrelevante Einflussfaktoren in der Arbeitswelt . Mannheimer Beiträge zur
- Quality of services (18 items) (Sozial- & Wirtschafts- und Organisations-psychologie, 2, 11-20.
Jöns, I., Hodapp, M. & Weiss, K. (2005). Kurzskala zur Erfassung der Unternehmenskultur. Mannheimer Beiträge zur
Seniorenwirtschafts-zentrum Gelsenkirchen, 2003) Wirtschafts- und Organisationspsychologie, 3, 3-10.
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- WUK-corp. culture (18 items) (Fredersdorf et al., 2006) Alteneinrichtungen. Online im Internet: URL: http://www.swz-net.de/infoserver/download/bestatmi.doc
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