Assessing the impact of healthy work organization intervention

DeJoy, David M.; Wilson, Mark G.; Vandenberg, Robert J.; McGrath-Higgins, Allison L.; Griffin-Blake, C. Shannon

doi:10.1348/096317908x398773

Cited by 113 publications

(141 citation statements)

References 60 publications

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“…Similar results, where interventions did not reduce -but protected against an increase in -adversity have Reducing illegitimate job tasks been recently reported in other psychosocial intervention studies (12,13). This may indicate that there is currently an international trend towards a deteriorating psychosocial work environment and that it is more realistic to aim for preventing deterioration rather than improving working conditions.…”

Section: Discussionsupporting

confidence: 79%

Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster randomized controlled trial in Danish pre-schools

Framke

Sørensen²,

Pedersen³

et al. 2017

Scand J Work Environ Health

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Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster randomized controlled trial in Danish pre-schools by Framke E, Sørensen OH, Pedersen J, Rugulies R To the best of our knowledge, this is the first randomized controlled trial showing an effect of a workplace intervention on illegitimate tasks. This is an important finding, as previous observational research studies suggest that illegitimate tasks may be hazardous to employees' health and well-being. Affiliation 219Short communication Scand J Work Environ Health. 2018;44(2):219-223. doi:10.5271/sjweh.3683 Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster-randomized controlled trial in Danish pre-schools Objectives We examined whether a cluster randomized controlled participatory organizational-level workplace intervention affected the level of unnecessary, unreasonable, and illegitimate tasks.Methods A cluster-randomized controlled trial was implemented in municipal pre-schools. The intervention used a participatory approach and aimed improving the psychosocial working environment by focusing on core tasks. The sample consisted of 41 pre-schools with 404 employees in the intervention group and 30 pre-schools with 230 employees in the control group. We measured unnecessary and unreasonable tasks at baseline and at two-year follow-up by one item on unnecessary and one item on unreasonable tasks, respectively, and combined both items into a measure of illegitimate tasks. We analyzed within-and between-groups changes in unnecessary and unreasonable tasks and in the combined measure of illegitimate tasks. ResultsThe scores for unnecessary, unreasonable, and illegitimate tasks remained virtually unchanged in the intervention group and increased in the control group. The different development in the two groups was statistically significant for unreasonable tasks (+0.02 versus +0.13, P=0.04) and the combined measure of illegitimate tasks (+0.01 versus +0.11, P=0.04) but not for unnecessary tasks (+0.00 versus +0.08, P=0.16).Conclusion A comprehensive participatory organizational-level intervention with a focus on core job tasks may protect against an increase in illegitimate tasks in Danish pre-schools.

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Section: Discussionsupporting

confidence: 79%

Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster randomized controlled trial in Danish pre-schools

Framke

Sørensen²,

Pedersen³

et al. 2017

Scand J Work Environ Health

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“…For example, the usefulness of feedback may decline in a call centre because the limited nature of the job means that feedback becomes repetitive. Indeed, there is other evidence that job redesign interventions can buffer declines in job characteristics that occur over the course of an intervention as a result of other factors (deJoy, Wilson, Vandenberg, McGrath-Higgins, & Griffin-Blake, 2010). Taken as a whole, an Alpha-based interpretation suggests that the effect of the intervention was to enhance objective characteristics of the job in the experimental group or arrest their decline, which in turn helped to sustain employee well-being and improve job performance and psychological contract fulfillment.…”

Section: Discussionmentioning

confidence: 99%

“…For example, feedback may become more repetitive and less useful over time in a call centre due to the restricted nature of the job. This implies that a job redesign intervention may improve some job characteristics but halt declines in others (deJoy, Wilson, Vandenberg, McGrath-Higgins, & Griffin-Blake, 2010). …”

mentioning

confidence: 99%

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Holman¹,

Axtell²

2016

Journal of Occupational Health Psychology

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Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention indirectly influences a broad range of employee outcomes by changing multiple job characteristics. As this model remains untested, the aim of this study is to test a 'multiple mediator/multiple outcome' model of job redesign. Multilevel analysis of data from a quasi-experimental job redesign intervention in a call centre confirmed the hypothesized model and showed that the job redesign intervention affected a broad range of employee outcomes (i.e., employee well-being, psychological contract fulfillment, and supervisor-rated job performance) through changes in two job characteristics (i.e., job control, feedback). The results provide further evidence for the efficacy and mechanisms of job redesign interventions. Key Words; job redesign, quasi-experiment, well-being, performance, psychological contract, call centre 3 Job redesign interventions are planned change initiatives that aim to modify job characteristics as a means of enhancing employee outcomes such as well-being and job performance (Parker & Wall, 1999;Semmer, 2006). Within the literature on job redesign, there is an increasing interest in understanding why job redesign interventions lead to successful outcomes (Biron, Karinka-Murray & Cooper, 2011). One approach to examining this issue has been to establish whether a change in job characteristics is the mechanism through which job redesign interventions have their effects. Specifically, studies have tested two models of this mediational process. The first is a 'single mediator/multiple outcome' model in which a job redesign intervention influences multiple types of employee outcome (e.g., affective, behavioral and attitudinal) through a change in one job characteristic, such as job control (Bond & Bunce, 2001;Bond, Flaxman & Bunce, 2008;Logan & Ganster, 2005). The second is a 'multiple mediator/single outcome' model in which a job design intervention influences one type of employee outcome (e.g., affect) by changing multiple job characteristics such as job control, feedback and participation (Holman, Axtell, Sprigg, Totterdell, & Wall, 2009).Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention influences a broad range of employee outcomes by making changes to multiple job characteristics (Semmer, 2008). But this model of the job redesign process has not been tested, so there is little evidence for the efficacy of job redesign interventions based on it. Indeed, it is possible that intervention-induced changes to multiple job characteristics may only affect one type of employee outcome, or that changes to multiple outcomes might only occur when a single job characteristic is changed (Bond & Bunce, 2001).The main aim of this paper is therefore to test a 'multiple mediator/multiple outcome' model of 4 job redesign intervention by examining whether a job redesign intervention can enhance a range of...

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“…Despite their role in WMSD development, organizational and psychosocial work factors are not well integrated into WMSD prevention programs (18,19). This contrasts with the consideration that is given to biomechanical determinants (eg, repetition, force, awkward postures, vibration).…”

Section: Effectiveness Of Work Organization Interventions In Wmsd Prementioning

confidence: 99%

Are work organization interventions effective in preventing or reducing work-related musculoskeletal disorders? A systematic review of the literature

Stock¹,

Nicolakakis²,

Vézina³

et al. 2017

Scand J Work Environ Health

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Little was known about the effectiveness of organizational or psychosocial work interventions to prevent work-related musculoskeletal disorders (MSD). We found moderate evidence of the effectiveness of supplementary rest breaks. We also identify key elements of ergonomic interventions lacking in the interventions reviewed that, if integrated into future studies and shown to be effective, may lead to advances in MSD prevention.

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Assessing the impact of healthy work organization intervention

Cited by 113 publications

References 60 publications

Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster randomized controlled trial in Danish pre-schools

Can illegitimate job tasks be reduced by a participatory organizational-level workplace intervention? Results of a cluster randomized controlled trial in Danish pre-schools

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Are work organization interventions effective in preventing or reducing work-related musculoskeletal disorders? A systematic review of the literature

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