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Table 2 Inputs/costs and outcomes/consequences considered during the decision-making process

From: Bridging the gap between the economic evaluation literature and daily practice in occupational health: a qualitative study among decision-makers in the healthcare sector

Items How often are these items considered during the decision-making process?
Inputs (Costs) Always Sometimes Never
  [n. (%)] [n. (%)] [n. (%)]
Health and safety staff time 11 (44) 10 (40) 4 (16)
Training the worker 15 (60) 10 (40) 0 (0)
Planning, promotion and evaluation 7 (28) 12 (48) 6 (24)
Equipment purchases 23 (92) 2 (8) 0 (0)
Administration 6 (24) 14 (60) 5(20)
Equipment installation 17 (68) 8 (32) 0 (0)
Ongoing equipment repair and maintenance 12 (48) 10 (40) 3 (12)
Professional / consultant fees 18 (72) 5 (20) 2 (8)
Ongoing supplies 14 (56) 10 (40) 1 (4)
Outcomes (Consequences) Always Sometimes Never
  [n. (%)] [n. (%)] [n. (%)]
Number of injuries, illnesses, sickness absences 25 (100) 0 (0) 0 (0)
Days lost due to injuries, illnesses, and sickness absences 22 (88) 2 (8) 1 (4)
Quality of care and patient safety 16 (64) 7 (28) 2 (8)
Attraction and retention 7 (28) 16 (64) 2 (8)
Accommodating injured or ill workers1 14 (56) 10 (40) 1 (4)
Impact on productivity 12 (48) 12 (48) 1 (4)
Worker replacement expenses 10 (40) 11 (44) 4 (16)
Employer workers’ compensation insurance premiums 15 (60) 7 (28) 3 (12)
Employer claims management expenses 11 (44) 9 (36) 5 (20)
Overtime payment 8 (32) 12 (48) 5 (20)
Meaningful return to work2 14 (58) 8 (33) 2 (8)
Labour relations climate2 12 (50) 11 (46) 1 (4)
  1. Abbreviations: n. number.
  2. 1Provision of accommodated work to injured workers to reduce the duration of work absence.
  3. 2One participant did not answer this question, as he/she was unsure.