Abstract
Personal problems often affect the capacity and motivation of employees to work (Janssen, Lam, and Huang, 2009, p. 787; Rich, Lepine & Crawford, 2010, p. 617). Common problems include alcoholism, substance abuse, family and marriage problems, relationship problems, financial problems, and mental and physical conditions or disorders. Organisations implement Employee Assistance Programmes (EAPs) to address these problems. The process of implementation, however, relies on the definition of EAPs. Internal programmes are within the control of managers, while external programmes are beyond the management’s jurisdiction. Existing studies prove that the involvement of organisations in EAP implementation is significant in drawing positive outcomes from the programme despite the disadvantages of in-house EAPs related to range of services and confidentiality. Organisations can improve delivery, however, with the implementation of Carroll’s six-stage model - preparation, assessment, contracting, introducing, terminating, and evaluation. The six-stage model guides the analysis of EAPs by pointing out what organizations or companies need to implement these programmes effectively. The succeeding research constitutes the varying definitions of EAPs and the impact of these on the delivery of services, Carroll’s six-stage model, and the application of these stages in EAP delivery in the organisation.
Keywords: Employee Assistance Programme (EAP), employee performance, six-stage model, preparing, assessment, contracting, introducing, terminating, evaluation
Introduction
An Employee Assistance Programmes (EAP) may be defined in many ways but it essentially refers to programmes that aim to assist employees in dealing with problems or issues that affect their performance in the workplace. Sonnenstuhl and Trice (1990, p. 1) defined EAPs as “job-based programmes operating within a work organization for the purposes of identifying ‘troubled employees,’ motivating them to resolve their troubles, and providing access to counselling or treatment for those employees who need these services”. The “problems”, “troubles”, and “issues” that EAPs aim to address often refers to personal problems, those that take place outside the work environment, that affect the performance and productivity of employees in the organization. Common problems include marital problems or family problems in general, stress and fatigue, alcoholism and substance abuse, and psychological disorders (CIPD, 2013). The diversity of problems previously mentioned necessitates different types of EAPs. In the UK, there are many licensed EAP providers focusing on different problem areas. According to the EAP Association (2013), the support services that EAPs are eligible to provide include psychological service (e.g. counselling), financial management counselling and consultancy, childcare and elder care services, and legislative guidance. Other services relates to the job or employment of employees. Some EAPs help employees achieve work-life balance through consultation and counselling. Aside from developing skills and competencies to deal with their problems, employees can also learn new skills from EAPs that would help them deliver better work performance and output (Chandra, 2012, p. 1040; Sirgy, Reilley, Wu, & Efraty, 2012, p. 297).
Existing literature also present a myriad of definitions that refer to different aspects of an EAP but also converge into similarities that solidly define this program. Based on the EAPA Standards and Professional Guidelines for Employee Assistance Professionals (Mannion, 2004, p. 47), EAPs are worksite-based programmes that help employees identify and put an end to personal issues (e.g. issues related to health, family and marriage, financial stability, alcohol and drug abuse, emotional and psychological issues, and stress) that bears weight on workplace productivity and efficiency. The definition of EAPs as “worksite-based programmes” is notable because it indicates that EAPs could be external to the company or organizations, and thus, could be beyond the control of the manager. “One could reasonably infer than an [EAP] is implemented and maintained, in a word, owned, by the EAP consultant and that the company and management are merely passive recipients of services provided by the EAP” (Mannion, 2004, p. 47).
Sharar (2008, p. 6) also explored different definitions of EAPs from existing literature and discovered that the programme may refer to programmes or services offered by employers in the organization to assist their employees in overcoming their problems that lead to negative outcomes, especially in terms of workplace productivity and satisfaction. The definition slightly deviates from the previous one because this highlights the capacity of employers to offer employee assistance directly, and thus, point out that employers or external providers hired or consulted by companies can implement EAPs. The International Foundation of Employee Benefit Plans on the other hand, emphasizes that EAPs deal with a broad range of personal problems, including health-related issues and domestic violence, aside from the common problems previously mentioned. Nevertheless, the foundation also emphasizes the duality of EAPs, such that it may be implemented internally or externally (Shahar, 2008, p. 6).
The different definitions of EAP all point to the utility of the program in helping employees deal with their personal problems to prevent distractions that may hinder their capacity to perform in the workplace. Nevertheless, the different aspects of the foregoing definitions also point out that companies or external parties can implement EAPs, and this is notable because it could mean that if internally implemented, managers are responsible for EAP implementation but if externally implemented, the implementation is beyond the manager’s control. Another important point is that the different definitions put a limit on the scope of EAP. Some definitions focus on specific problems, while other definitions define the scope of EAPs as broad in range. It is important to discern how these two points affect EAP implementation because the internal structure of the company would affect the scope of the EAP while external companies can only help those who directly consult with them. Furthermore, if companies implement EAPs internally, they cannot offer a broad range of services due to limited resources, while external EAP providers can offer a variety of services or programmes to suit the need of employees. Since implementation could be a potential problem for companies, the following discussion will focus on proper steps in employing EAP in the organization following Michael Carroll’s six-stage model, primarily attributed to counselling (Carroll & Walton, 1997, p. 10).
Carroll developed a six-stage model (Carroll & Walton, 1990, p. 10) that is supposed to guide the development and facilitation of counselling in organisations, especially for alcohol and drug-dependent employees. Some scholars analyze the need for counselling in the workplace setting because of the differences between managing the business and human resources and counselling as part of a different sector entirely (Carroll & Walton, 1990, p. 10). Nevertheless, counselling in the organization will allow companies to offer in-house EAPs that would directly help or assist their employees and since the EAP is offered by the organisation, the management will make sure that counselling or therapy would help their employees. On the contrary, employees that resort to third party EAP run the risk of being taken advantage of by external EAP providers that prolong the programme for their clients (Sonnenstuhl & Trice, 1990, p. 40). According to Sonnenstuhl and Trice (1990, p. 40), in-house EAPs will prove to be more effective for employers and managers because the outcomes of the programme will stand to benefit employees and the company. The mutual interest and benefits will fuel companies to implement better and suitable EAPs for their employees. Furthermore, employees become more determined to solve their personal problems and confront the issues they need to confront to prevent barriers in workplace productivity if support is inherent in the company or organization they work for. “Constructive confrontation uses the dynamics of the workplace to motivate employees to change their behaviour, and counselling helps those employees who have difficulty doing so” (Sonnenstuhl & Trice, 1990, p. 40). Although third-party EAP providers offer confidentiality when dealing with their clients, scholars and researchers attest to the effectiveness of in-house EAPs because when employees know that they have options to become better employees, who are supported by the organisation, they are more willing to participate in these programs (Sonnenstuhl & Trice, 1990, p. 10). Other advantages of in-house EAPs include low cost services because companies will shoulder a significant percentage of the service in order to motivate their employees to participate (Reed & Bogardus, 2012).
Although internal and external EAPs have advantages and disadvantages, the foregoing discussion highlights internal EAP as more effective. The foregoing discussion also points out the disadvantages of internal EAP but with proper implementation, perhaps companies or organisations can address these problems to improve EAP implementation. In this research, the improvement of EAP implementation may be linked to proper planning and administration based on Carroll’s six-stage model of counselling. The succeeding discussion will therefore, focus on the application of Carroll’s six-stage model on in-house EAP service implementation.
Carroll’s six-stage model begins with preparation, followed by assessment, contracting, introducing, terminating, and finally, evaluating the counselling of employees in the organization. The six stages of counselling will be applied in developing EAP implementation in the organisation. Carroll’s six-stage model not only provides an outline of how counselling can be done but also sets up cues that will help organizations determine specific needs and requisites in creating and implementing EAP s in the workplace. Carroll’s six- stage model is an essential guide not only because EAPs cover employee performance but also because planning and progressive development by stages is essential part of implementation and facilitation of the programme (Carroll & Walton, 1997, p. 10).
The first step in Carroll’s six-stage model is preparation, through which the employer and the EAP provider sets the stage for change. The process of preparation primarily involves the development of EAP services that organisations will offer employees. Most organisations cannot offer a broad-range of EAP services so organisations are compelled to choose specific programmes to implement, which should be based on the specific needs of employees. Organisations can do so by preparing in partnership with employees, such as evaluating their specific needs by directly talking to employees about EAPs they need in relation to common problems they experience that interfere with their work. In terms of EAP delivery, the provider and the employer helps employees clarify examples of problems, issues, and troubles that EAP can address and the myriad of services (e.g. counselling, treatment, training, etc.) offered by the organisation or external providers that employees should take advantage of to solve their personal problems. Moreover, in preparation, employers and EAP providers can help employees map out the kind of programmes or services that they can utilize to bring about positive change in their behaviour and performance. Encouragement is crucial in this stage because through preparation, employers and EAP providers can create a supportive workplace environment that motivates employees into actively monitoring their performance so they can determine whether they need employee assistance or not. Preparation is also crucial in EAP delivery because it would affect the response of the employee and his or her openness to participate in the programme. In some organisations, EAP is part of organisational policy, thus, making the programme mandatory for employees. The University College of London (UCL, 2013) implements policies that support EAP and make it mandatory among employees. The University allows employees to sign in online and receive newsletters about the university’s EAP policies so employees would know what policies are available for them. Policy development and implementation in relation to EAPs leaves no reason for employees to avoid or neglect assistance programmes. According to Purpura (2013, p. 608), organisations can prepare by developing policies that “focus on the company’s position on abuse of substances including alcohol, job performance, and safety”. Communicating these policies to employees follows the process of policy development and implementation in the preparation phase. UCL’s newsletters are one way of preparing their employees because these inform employees about EAP opportunities. Tamar Science Park Ltd., on the other hand, prepares employees by conducting briefings to promote EAP services (BACP, 2007, p. 22).
After preparation, EAP providers can conduct assessment. Employers are involved in assessing employees by checking the rate and pattern of their performance, behaviour, and demeanour in the workplace. In an ideal workplace environment, employees can also openly ask for help from supervisors so they can be referred to appropriate EAP services. According to BACP (2007, p. 04), most British organisations that employ in-house EAP services conduct routine assessments. The common reason for these assessments is stress among employees. The assessment serves as an instrument that will help EAP providers determine appropriate services for the specific needs of employees. Assessment not only involves the performance of employees but also the practices within the organization and the kind of services offered by EAP providers. Employers must also assess workplace culture and environment, to determine whether managers and supervisor encourage employees. EAP providers must also assess the efficiency of their services.
The third stage is contracting, through which employers and EAP providers decide on appropriate EAP services for the specific needs of employees and work on placement of employees for specific programmes. Furthermore, the contracting stage includes the establishment of rapport between the employee and the EAP provider. The EAP provider and the employee communicate about the counselling, treatment, or training process. While the employee talks about personal goals, objectives, and expectations, the EAP provider discusses what the organization can offer employees. Contracting is also a means of developing the relationship between the employee and EAP provider so they can mutually agree on the direction of counselling, treatment, or training. Contracting at the CALM programme at AstraZeneca occurs after assessment. Steering Panels at the workplace are accessible to employees that want to avail EAP services and these panels are responsible for referring and contracting EAP services for the specific needs of employees, which are identified after assessment (BACP, 2007, p. 17).
After contracting, the EAP provider and the employee follow the programme. The EAP provider introduces the employee to the steps or rules of the programme. After the completion of the programme and assurance on the part of the EAP provider that the employee has accomplished his or her goals and objectives in utilizing EAP services, the EAP provider prepares and launches the termination of the programme. In this stage, the EAP provider helps the employee transition into the workplace setting after completing the programme. To guide termination, organisations and EAP service providers continually monitor service delivery. Effectiveness after assessment will result to early termination, while negative outcomes of assessment will result in continuous service delivery for employees (BACP, 2007, p. 13).
Nevertheless, assistance does not end after termination. The employee and EAP provider work together again to evaluate employee behaviour and performance after completing an EAP to determine if the employee has successfully handled his or her problem, issue or trouble, or if he or she needs to undergo further assistance to make further improvements.
Employers take their cues from the rate of performance and productivity of employees. If employers observe deteriorating performance among employees, the first thing employers do is to confront their employee about it. Constructive confrontation in the workplace setting allows employers to motivate employees into resolving and managing their problems and troubles. In constructive confrontation, the primary objective of employees is not merely to point out the unsatisfactory performance of an employee but also to encourage said employee to actively and voluntarily seek for help so they can deal with their problems and troubles, and consequently improve their performance in the organization. “Constructive confrontation means that supervisors confront employees with evidence of their unsatisfactory job performance, coach them on ways to improve their work, urge them to use the services of the EAP if they have personal problems, and, at the same time, emphasize to them the consequences of continued poor performance” (Sonnenstuhl & Trice, 1990, p. 2).Conclusion
The foregoing discussion proved the importance of defining EAP – whether it is a worksite-based or internal/external service – because context will affect the implementation and outcomes of this service. When defined as worksite-based, this means that EAP is provided by external organisations, and thus, beyond the control of managers. However, defining EAPs as internal or external services offers the possibility of organisations developing and implementing in-house EAPs, wherein the management is involved in assisting employees. The definition significantly affects how EAP services are delivered to employees.
Delivery of EAP services in the organisation may be guided by Carroll’s six-stage model, which includes preparing, assessment, contracting, introducing, termination, and evaluation. In preparation, the organisation introduces EAP policies and services accessible to employees with the objective of preparing them for opportunities they can advantage of while in the organisation. Assessment allows organisations and providers to identify employees that need assistance and their problems that may be addressed by EAP. Contracting refers to the process of brokering the program for employees. In this stage, organisations or providers determine and assign appropriate programs for the specific needs of employees. In introducing, the employee is introduced and immersed into the counselling, treatment, or training process. If the outcomes of the EAP are fruitful, the organisation or provider may terminate the programme. Organisations or providers should monitor employees after termination through evaluation to determine if they need further counselling, treatment, or training.
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