Transfusion · 2026
Employee motivators and barriers of workplace-supported blood donation.
СтатьяНазвание и аннотация: Перевод в очереди
Обработка статьи · этапы, ошибки и управление
Загрузка состояния…
Ошибки и ограничения
История · было → стало
Состояние обновляется каждые 5 секунд, пока блок открыт. Процент показывается только там, где известен объём работы. Пауза останавливает продолжение этапа; текущий запрос к источнику может завершиться.
Chell Kathleen, Toms Lachie, Masser Barbara, Haski-Leventhal Debbie, Alony Irit
Аннотация
BACKGROUND: Workplace-supported blood donation is a promising yet underexamined strategy for donor recruitment and retention. Aligning blood donation with corporate social responsibility goals may improve employee engagement while reducing logistical barriers. Although blood collection agencies worldwide adopt varied models of workplace support, limited research has examined how workplace contexts shape motivators and barriers to blood donation.
STUDY DESIGN AND METHODS: An online self-report survey (n = 285) was conducted with employees from four large Australian organizations, each with established blood donation teams (>1000 members) and paid donor leave. Measures included awareness and engagement of workplace donation teams and leave entitlements, as well as general and workplace-specific motivators and barriers, with subgroup comparisons.
RESULTS: Altruism and perceived need motivated blood donation, while inconvenience (time, location) was the main barrier, especially among non-donors. Workplace-supported blood donation increased motivation through convenience, social connection, and supportive organizational culture. However, lack of awareness of workplace initiatives was the most common barrier, indicating substantial unrealized potential.
DISCUSSION: When effectively embedded and communicated, workplace-supported blood donation could activate latent altruism, reduce barriers, and foster social norms that sustain behavior, as well as strengthen coworker connection and alignment with organizational values. Further research should examine the benefits for employees and employers to build the case for workplaces as effective settings for donor recruitment and retention.
STUDY DESIGN AND METHODS: An online self-report survey (n = 285) was conducted with employees from four large Australian organizations, each with established blood donation teams (>1000 members) and paid donor leave. Measures included awareness and engagement of workplace donation teams and leave entitlements, as well as general and workplace-specific motivators and barriers, with subgroup comparisons.
RESULTS: Altruism and perceived need motivated blood donation, while inconvenience (time, location) was the main barrier, especially among non-donors. Workplace-supported blood donation increased motivation through convenience, social connection, and supportive organizational culture. However, lack of awareness of workplace initiatives was the most common barrier, indicating substantial unrealized potential.
DISCUSSION: When effectively embedded and communicated, workplace-supported blood donation could activate latent altruism, reduce barriers, and foster social norms that sustain behavior, as well as strengthen coworker connection and alignment with organizational values. Further research should examine the benefits for employees and employers to build the case for workplaces as effective settings for donor recruitment and retention.