Formulating an in-house disability management program

1994 ◽  
Vol 21 (3) ◽  
pp. 307-317
Author(s):  
Linda Masengarb
Keyword(s):  
Disability Management ◽  
Management Program

scholarly journals Return on Investment (ROI) and Development of a Workplace Disability Management Program in a Hospital—A Pilot Evaluation Study

2020 ◽  
Vol 17 (21) ◽  
pp. 8084
Author(s):  
Vincenzo Camisa ◽  
Francesco Gilardi ◽  
Eugenio Di Brino ◽  
Annapaola Santoro ◽  
Maria Rosaria Vinci ◽  
...  
Keyword(s):  
Program Evaluation ◽  
Cost Reduction ◽  
Return On Investment ◽  
Healthcare Workers ◽  
Hospital Staff ◽  
Evaluation Study ◽  
Disability Management ◽  
Management Program ◽  
Annual Productivity ◽  
Break Even Point

The progressive ageing of the working population and the increase in related chronic diseases tend to affect working capacity. The aim of this study was to evaluate a Workplace Disability Management Program (WDMP) within a pediatric hospital. Absenteeism due to healthcare workers’ (HCWs) pre- and post- WDMP and the related costs were used for the program evaluation. The Return on Investment (ROI), the Break-Even Analysis (BEA) and the value of the average annual productivity of HCWs who took advantage of the Disability Management (DM) interventions to assess the economic impact of the program, were also used. The HCWs enrolled in the program were 131 (approximately 4% of hospital staff), of which 89.7% females and with an average age of 50.4 years (SD ± 8.99). Sick leave days of the HCWs involved decreased by 66.6% in the year following the end of WDMP compared to the previous one (p < 0.001). The total estimated cost reduction of absenteeism is 427,896€ over a year. ROI was equal to 27.66€. BEA indicated that the break-even point was reached by implementing the program on 3.27 HCWs. The program evaluation demonstrated the particular effectiveness of the implemented WDMP model, acting positively on the variables that affect productivity and the limitation to work.

3M: A Disability Management Approach

1986 ◽  
Vol 17 (3) ◽  
pp. 20-22
Author(s):  
Deborah L. Beaudway
Keyword(s):  
Extended Period ◽  
Disability Management ◽  
Management Program ◽  
Management Approach ◽  
Disability Benefits ◽  
Worker's Compensation ◽  
Worker’S Compensation ◽  
Program Manager ◽  
Disabled Employees

A disability management program was initiated at 3M Corporation in 1980. The program had as its main purpose to control disability costs by returning disabled employees to work. 3M's disability management program is staffed by a disability program manager, a worker's compensation supervisor, a rehabilitation supervisor, and four disability programs coordinators. The staff is responsible for identifying and monitoring employees who are off work for an extended period of time and therefore receiving disability benefits. In conclusion, the author provides a case study that illustrates the use of the disability management approach at the workplace.

Partners in Health: A Case Study of a Comprehensive Disability Management Program

1996 ◽  
Vol 9 (2) ◽  
pp. 36-43
Author(s):  
Catherine Caulfield
Keyword(s):  
Health Care ◽  
Health Care Quality ◽  
Disability Management ◽  
Management Program ◽  
Care Quality ◽  
Health Issues ◽  
Reducing Costs ◽  
Care Costs

When absenteeism threatened to raise health care costs and affect the quality of care at Tillsonburg District Memorial Hospital, a multidisciplinary team came together to develop a strategic response. The hospital seized the opportunity to initiate the “Partners in Health” program, an innovative and collaborative disability management program designed to improve its response to the health issues of all its staff. This paper describes how the program was developed and outlines its comprehensive approach. Partners in Health has proven to be extremely successful at increasing attendance awareness, improving work accommodation and/or rehabilitation after illness or injury, and reducing costs associated with health and lost-time claims. Partners in Health was recognized with the 1995 Health Care Quality Team Award sponsored by the Canadian College of Health Service Executives and 3M.

Australian Employee Perspectives on Disability Management in Relation to Job Satisfaction, Physical and Mental Health, Workplace Morale and Reduced Sickness Absence

2016 ◽  
Vol 11 ◽  
Author(s):  
Nicholas Buys ◽  
Shannon Wagner ◽  
Christine Randall ◽  
Ignatius Yu ◽  
Thomas Geisen ◽  
...  
Keyword(s):  
Mental Health ◽  
Job Satisfaction ◽  
Sickness Absence ◽  
Online Survey ◽  
Disability Management ◽  
Management Program ◽  
Physical And Mental Health ◽  
Survey Tool ◽  
Dependent Variables ◽  
Workplace Morale

Disability management is now recognised as an effective means of managing the increasing global costs of injury and disability. However, research on disability management particularly employee perceptions of its value, are sparse. This paper reports on the Australian findings of a large international project that included Canada, China, Switzerland and Australia, which examined employee perspectives of disability management related to job satisfaction, physical and mental health, workplace morale and reduced sickness absence. Data was collected from 365 employees in 10 large private and public companies using an online survey tool that focused on three components of a disability management program — disability prevention (DP), stay at work (SAW) and return to work (RTW) programs — in relation to the dependent variables of job satisfaction, physical and mental health, workplace morale, sickness absence. Multivariate regression was used to predict disability management's influence on the dependent variables. Results demonstrated positive perceptions regarding the perceived benefits of disability management to both individual employees and their perceptions of coworkers. It was apparent that each component of a disability management program (DP, SAW, and RTW) is positively related to job satisfaction, physical and mental health, workplace morale and reduced sickness absence Disability management programs were perceived as more beneficial in private, as opposed to public, workplaces; however, no differences were evident according to union status or gender of the respondent. It is possible disability management may impact on organisational productivity via variables associated with workplace culture, as well as through the direct benefits flowing from preventing and managing injury. Given the significant costs associated with absenteeism, an outcome of interest to many employers was the finding that employees perceived SAW programs as the most beneficial in terms of reducing absenteeism for both themselves and their coworkers.

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