Abstract

Aims:

This study aimed to explore the views of line-managers with regards to managing employees diagnosed with cancer.

Methods:

In-depth interviews were conducted with 12 managers from one organisation and questionnaires were completed by 370 line-mangers working in the private, public and voluntary sectors.

Results:

Interview data indicated some difficulties in managing these situations, and highlighted that a different approach is needed when dealing with cancer in the workplace. Issues around the emotional difficulties in dealing with employees diagnosed with cancer, lack of skills in relation to handling these emotional situations, and difficulties in striking a balance between the needs of the individual and those of the organisation were reported by managers. Questionnaire responses revealed high agreement that it was important to stay in touch with employees while they were on leave receiving treatment for cancer (82.1%), and that employees should be entitled to reasonable adjustments to duties on returning to work (76.3%). Disagreement was high for the suggestions that employees with terminal cancer should stay home due to a potentially negative effect on colleagues (64.0%), and that it was risky to promote employees with cancer since the disease might return (78.9%). However, overall, 68.4% of respondents felt that more information and guidance was needed to help managers make appropriate adjustments for employees with cancer returning to work. There were no differences in views based on gender, age, size or type of organization, length of employment or experience with cancer.

Conclusions:

Line managers displayed positive views towards employees with cancer and were willing to make reasonable adjustments to their duties and hours to facilitate their return to work. However, the majority felt that more information and guidance on this matter was needed.

Research implications:

Current research is focused mainly on employees’ needs and difficulties in the process of returning to paid employment. Not enough is known about line-managers’ difficulties in managing these employees. Managers’ roles are of prime importance for a successful return and maintenance of employment. More research is needed to understand managers’ needs and to explore ways to support this important group of people.