Implementing Work Ability Management: A Multi-Method Study from Supervisors’ Perspectives in Public Social and Health Care Organizations

Background: Effective Work Ability Management (WAM) is crucial given high rates of mental health- and musculoskeletal-related sickness absence, an aging workforce, and financial pressures in public social and health care organizations. The gap between knowledge and practice indicates inefficient WAM implementation. In this study, we applied the COM-B model for behavior change to examine WAM implementation in public social and health care organizations, focusing on supervisors as key implementers within the health services system. The study aimed to 1) identify facilitators and barriers to WAM implementation and 2) develop a checklist and recommendations to support supervisors in public social and health care organizations. Methods: A multi-method design combining qualitative and quantitative data was used, including two surveys, focus group interviews, and co-creation workshops. Results: The primary facilitators and barriers to WAM implementation, reflecting supervisors’ capability, opportunity, and motivation to implement WAM, were identified across five themes: knowledge-based management, models and practices, collaboration and support, information flow, and organizational culture. These themes were operationalized and mapped to the COM-B model, resulting in 24 checklist statements and ten recommendations outlining responsibilities, actions, and monitoring needs. Together, they help organizations analyze WAM’s current state and plan targeted development actions. Conclusion: Successful WAM implementation is influenced by the five identified themes. Strengthening communication and collaboration structures is essential. Enhancing supervisors’ capabilities through training, improving implementation opportunities by strengthening knowledge-based management practices, ensuring support, and motivating them with clear objectives and feedback are crucial. At the organizational level, considering context variation in large social and health care organizations and establishing a coordination group could ensure consistent implementation of the checklist and recommendations across these organizations. Further research is needed to examine the tool's applicability across different organizations, identify potential modification requirements, and assess its impact on work ability and organizational outcomes.