Table 2 Matrix of change objectives created by crossing the performance objectives (behavioural performance objectives 1–4 and environmental performance objectives 5–6) with the theoretical determinants
Performance objectives | Theoretical determinants | |||||
|---|---|---|---|---|---|---|
Knowledge | Skills | Attitudes | Social influence | Self-efficacy | Outcome expectations | |
1. Surgeons perform strength training to reduce the relative load on muscles | Have knowledge about strength training effects and how to perform training | Possess the skills to perform strength training | Acknowledge the meaning of strength training as health promoting | Management and surgeons give priority to strength training and surgeons support each other | Feel confident with performing strength training and believe in own abilities | Expectation that strength training prevents musculoskeletal pain |
2. Surgeons gain knowledge on how their work impacts their health | Have knowledge about how operations can impact on the musculoskeletal system | Possess the skills to prevent negative physical influence of work | Accept that musculoskeletal pain may be a consequence of being a surgeon | Management and surgeons build a common understanding of potential negative impacts on health | Believe they are capable of preventing work-related musculoskeletal pain | Expectation that prevention of musculoskeletal pain will lead to a healthier working life |
3. Surgeons learn to use physical ergonomic guidelines and available equipment | Have knowledge about physical ergonomic guidelines and how to use available equipment | Possess the skills to use physical ergonomics and available equipment | Accept and are positive about the use of physical ergonomics | Management and surgeons support colleagues’ use of ergonomic equipment | Feel confident with using ergonomic equipment and believe in own abilities | Expectation that physical ergonomics has a preventive effect on musculoskeletal pain |
4. Surgeons incorporate micro-breaks during surgery to prevent muscle fatigue | Have knowledge about how to use micro-breaks | Possess the skills to implement micro-breaks during operations | Accept and are positive about the usefulness of micro-breaks during operations | Management and surgeons support colleagues’ use of micro-breaks. | Believe in their ability to implement micro-breaks | Expectation that use of micro-breaks has a preventive effect on musculoskeletal pain |
5. Management prioritise surgeons’ health | Have knowledge about surgeons’ work-related challenges and impact on musculoskeletal health | Possesses the skills for continuously prioritising surgeons’ musculoskeletal health | Make clear the meaningfulness and importance of giving priority to preventive and rehabilitating strategies | Support relevant strategies e.g. physical ergonomics and physical exercise training | Believes that strategies for prevention of musculoskeletal pain are feasible and effective | Expectation that if the management actively prioritises prevention of musculoskeletal pain among surgeons, the surgeons will also prioritise the issue themselves. |
6. The hospital incorporates strategies and action plans focusing on surgeons’ musculoskeletal pain | Has knowledge about prevention and rehabilitation of work-related musculoskeletal pain | Possesses the skills to continuously perform and renew strategies for prevention and rehabilitation of musculoskeletal pain | Makes clear the meaningfulness and importance of surgeons’ musculoskeletal health | Provides support to strategies that allow surgeons to perform their job without experiencing work-related musculoskeletal pain | Believes that strategies and action plans can prevent and rehabilitate musculoskeletal pain among surgeons | Expectation that by having strategies and action plans ready for the surgeons, the surgeons feel more obliged to engage, which is likely to improve efficiency |