A process evaluation of individual and organizational occupational stress and health interventions

Saksvik, Per Øystein; Nytrø, Øystein; Dahl-Jørgensen, Carla; Mikkelsen, Aslaug

doi:10.1080/02678370110118744

Cited by 133 publications

(124 citation statements)

References 28 publications

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“…Positive manager behaviours include modifying job tasks and duties to allow an employee to return to work [14][15][16][17]. Studies have found that positive interactive communication between the line manager and the sick-listed employee facilitates an early return to work [18,19].…”

Section: Line Manager Behaviours In the Return To Work Processmentioning

confidence: 99%

Returning Employees Back to Work: Developing a Measure for Supervisors to Support Return to Work (SSRW)

et al. 2011

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Section: Line Manager Behaviours In the Return To Work Processmentioning

confidence: 99%

Returning Employees Back to Work: Developing a Measure for Supervisors to Support Return to Work (SSRW)

et al. 2011

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“…The desired continuation was an experience the consultants shared mostly with the managers exhibiting retrograde development. The managers talked about earlier interventions that were never followed thru and they gave expression to "change cynicism" [28] and "project fatigue" [27]. Since the other group of managers did not give expression for this shared experience with the consultants it may be interpreted as the consultants possibility to detect the different needs of the different individuals and groups [16].…”

Section: Discussionmentioning

confidence: 99%

“…Several researchers [25][26][27] indicated the propensity for a constant shift in the surrounding environment to induce a disturbing impact on the possibility to implement change, which was the experience of both managers and consultants. Lack of time was a shared experience but differed in that the consultants felt they did not get enough time to work with the implementation and the managers that they had too much other things to do.…”

Section: Discussionmentioning

confidence: 99%

“…There seems to be ample evidence that concurrent organizational changes in the form of economic changes, employee turnover, management change and conflicting work demands exert a obstructive impact on an intervention implementation [25][26][27] since both focus and energy are drawn away from the intervention. In their study, regarding a particular corporate enterprise [16], connected the repeated changes that had been introduced and not implemented, due to interfering changes, with an emerging "change cynicism".…”

Section: Interfering Organizational Changes Conflicting Demands and mentioning

confidence: 99%

“…Reichers et al [28] have also speculated that many failed implementations lead to despair in relation to changes and induce "change cynicism" among the employees. In the Saksvik et al [27] study, the employees were experiencing "project fatigue" as a consequence of all intervention projects that were initiated but never followed up.…”

Section: Interfering Organizational Changes Conflicting Demands and mentioning

confidence: 99%

See 2 more Smart Citations

Consultants’ versus Managers’ - Perceptions of a Group Development Intervention Program

Jacobsson¹,

Lidberg²

2016

Clin Exp Psychol

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The present study examines a large scale intervention program within the manufacturing industry with the purpose of improving cooperation and health among both management and production teams. Altogether 31 management teams and 132 production teams, comprising 1596 individuals, participated in this intervention program. All the management teams were assigned a budget of nine hours of consultation-time each, plus a GDQ-measurement before and at the termination of the project. There were six meetings during the project and each meeting lasted one and a half hours. Four groups met concurrently, in the same room together with the two consultants. The present results target the issue of consultants' and managers' perceptions of the intervention process, but not the outcomes or the result of the intervention performed. Interviews were carried out with the two consultants who conducted the whole intervention and ten of the top managers who participated in the intervention. The interviews focused upon critical aspects associated with either success or failure before, during and after the intervention program. Content analyses were performed for consultant and managers separately, in order to extract themes describing their views of the intervention process. Similarities and differences between consultants' and managers' perceptions of the process are discussed.

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Building Psychosocial Safety Climate

Dollard

Karasek

2010

Contemporary Occupational Health Psychology

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For several decades the climate of organizations has been driven by an economic rationalist calculus, while the costly consequences of compromised worker psychological health have been largely ignored (Dollard, 2007a;Johnson, 2008;Karasek, 2008). In this chapter we introduce a new construct called psychosocial safety climate (PSC), and describe how it can be developed in an organization to reduce psychological distress and injury. PSC refers to workplace "policies, practices, and procedures for the protection of worker psychological health and safety" (Dollard, 2007b). We argue that low PSC is a pre-eminent cause of work-related psychological distress. We discuss how PSC can be built in an organization to reduce workplace psychological distress and improve productivity outcomes. We argue that it could be built via the Healthy Conducive Production Model. Our conceptualization is drawn from Karasek's (2008) "associationist" Demand-Control Stress Disequilibrium theory. This is the idea that the impact of the stress burden results from the lack of control an individual has over the complex physiological coordination required to respond effectively. The solution is to impose higher level controls. We apply this idea at the level of the organization.We outline a process whereby an organization can organize itself into higher levels of complexity, and in this way develop more effective alternative actions-which could yield benefits at all levels. This chapter illustrates an example of these general principles applied in the organizational behavior context (the original Stress-Disequilibrium theory formulation focuses on multi-level physiological responses). Benefits occur through the development of a social level collective that in turn builds the conditions for a strong PSC and then health productivity (conducive production). First, we delineate the construct of psychosocial safety climate contrasting it with related constructs to draw out what is uniquely important about PSC. We then sketch an outline of the Stress Disequilibrium theory, the "associationist" Demand-Control model, prior to

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A process evaluation of individual and organizational occupational stress and health interventions

Cited by 133 publications

References 28 publications

Returning Employees Back to Work: Developing a Measure for Supervisors to Support Return to Work (SSRW)

Returning Employees Back to Work: Developing a Measure for Supervisors to Support Return to Work (SSRW)

Consultants’ versus Managers’ - Perceptions of a Group Development Intervention Program

Building Psychosocial Safety Climate

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