ABSTRACT
OBJECTIVES: Although both occupational health centers and occupational health service centers (OHSCs) support small-scale enterprises in Japan, the activities of OHSCs are not well detailed. This survey aimed to clarify the activities and subjective evaluation by directors and coordinators of OHSCs, with a focus on improving occupational health services in small-scale enterprises. METHODS: The survey was conducted by mailing questionnaires to 377 directors and 507 coordinators at 344 OHSCs in Japan from September 2016 to January 2017. The survey items comprised questions about director and coordinator characteristics, OHSCs' systems and activities, and subjective evaluations of OHSCs' activities. RESULTS: Responses were obtained from 290 directors (76.9%) and 413 coordinators (81.5%) of OHSCs. Of the directors, 66.2% were occupational health directors of medical associations. The average number of years' experience for coordinators was 5.7 years, and 44.6% were specially qualified, most as health officers. The percentage of OHSC staff who were not coordinators was 22%, and 29.8% of OHSCs had a public health nurse. The Office of Labor Standard's guidance was most often cited as the reason why small-scale enterprises decided to use OHSCs. At least 90% of OHSC directors and coordinators evaluated OHSCs' activities as "good". Directors not consulted by a coordinator evaluated OHSCs' activities as "very good" significantly more often than directors who were consulted by a coordinator (p<.001). Similarly, directors not consulted by occupational health centers' members evaluated OHSCs' activities as "very good" significantly more often than directors who were consulted by occupational health centers' members (p<.006). Coordinators who were in charge of two or more regions medical associations evaluated OHSCs' activities as "very good" significantly more often than those who were in charge of only one regions medical association (p=.014).Coordinators who had qualification of occupational health evaluated OHSCs' activities as "very good" significantly more often than coordinators who had not (p=.007). Coordinators who conducted public relations activities evaluated OHSCs' activities as "very good" significantly more often than those who did not (p=.011). Similarly, coordinators who conducted public relations activities via email and homepage promotions evaluated OHSCs' activities as "very good" significantly more often than those who did not (p<.001). In addition, coordinators who used the consultation record evaluated OHSCs' activities as "very good" significantly more often than those who did not (p<.001), whereas coordinators who consulted with a director evaluated OHSCs' activities as "very good" significantly more often than those who did not (p=.028). Coordinators who thought doctors were fit for the OHSCs' activities had significantly higher percentages of qualifications than those who did not think this way (p=.032). Likewise, coordinators who conducted public relations activities had significantly higher percentages of qualifications than those who did not (p<.001), whereas coordinators who used the consultation record had significantly higher percentages of qualifications than those who did not (p=.006). CONCLUSIONS: This survey clarified OHSCs' activities and suggested that systems and activities are not the same across OHSCs. We found that coordinators need to master knowledge of occupational health and work support. In addition, improving the relationship between directors and coordinators, enhancing public relations activities, and utilizing tools such as a chart improved OHSCs' activities.
