HR of prescription of psychotropic medication in 2014 (n=1616) according to each type of organisational changes in 2013 among the study population (n=15 038)
| Prescription, follow-up 1 January to 31 December 2014 | |||||
| Model 3 | Model 4 | ||||
| N (% prescriptions) | HR | 95% CI | HR | 95% CI | |
| No changes | 6796 (10.1) | 1.00 | 1.00 | ||
| Mergers | 2560 (11.4) | 1.11 | 0.95 to 1.28 | 1.14* | 0.97 to 1.34 |
| Split-ups | 956 (10.2) | 0.98 | 0.79 to 1.23 | 0.98† | 0.78 to 1.23 |
| Relocation | 1872 (10.3) | 1.00 | 0.85 to 1.19 | 1.02‡ | 0.84 to 1.24 |
| Change in management | 3781 (12.1) | 1.19 | 1.05 to 1.35 | 1.23‡ | 1.07 to 1.41 |
| Employee lay-off | 3204 (11.8) | 1.20 | 1.05 to 1.38 | 1.15§ | 0.98 to 1.35 |
| Budget cuts | 2401 (11.6) | 1.15 | 1.00 to 1.34 | 1.12¶ | 0.95 to 1.31 |
Results for covariates omitted as no noteworthy changes in estimates were observed relative to table 2.
Model 3: Each type of change indicator adjusted for all employee-level covariates and number of work-unit employee and in the fixed part and a random intercept for the work-unit level. Model 4: As model 3, but each type of organisational changes additionally adjusted for other changes as potential confounders on the association with psychotropic prescriptions:
*Split-ups and Budget cuts; †budget cuts; ‡mergers and Split-ups; §mergers, change in management and budget cuts; ¶change in management.