Building Healthy Organizations Through Music and Culture Interventions

Milch, Vibeke; Vaag, Jonas; Giæver, Fay; Saksvik, Per Øystein

doi:10.1007/978-94-007-6470-5_16

Cited by 5 publications

(6 citation statements)

References 36 publications

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“…In particular, participants showed more organizational commitment and engagement, and an improvement in the psychosocial work environment, compared to non-participants (Giaever et al, 2017;Milch, Vaag, Giaever, & Saksvik, 2013). Kawakami and Kobayashi (2015) found similar effects.…”

Section: Discussionmentioning

confidence: 87%

“…This was not the case for organizations with lower participating rates. Nielsen while other researchers recommend differentiating between short-term and long-term effects in evaluating intervention effects (Jauvin & Vézina, 2015;Milch et al, 2013). Regarding the current study however, the temporal issue of most concern is the concurrent activities implemented in the intervention unit, and how these activities may or may not have affected the interaction between the intervention process and the observed outcome.…”

Section: Discussionmentioning

confidence: 88%

“…In their line of research, the researchers found unexpected negative effects in terms of differences between participants and non-participants. In particular, participants showed more organizational commitment and engagement, and an improvement in the psychosocial work environment, compared to non-participants (Giæver et al , 2017; Milch et al , 2013). Kawakami and Kobayashi (2015) found similar effects.…”

Section: Discussionmentioning

confidence: 90%

“…However, there are no clear empirical recommendations of an optimal time frame between different measurements (Navarro et al , 2015). Some researchers suggest at least three months between leadership training and post-measurement (Donohoe and Kelloway, 2014), while other researchers recommend differentiating between short-term and long-term effects in evaluating intervention effects (Jauvin and Vézina, 2015; Milch et al , 2013). Regarding the current study, however, the temporal issue of most concern is the concurrent activities implemented in the IU, and how these activities may or may not have affected the interaction between the intervention process and the observed outcome.…”

Section: Discussionmentioning

confidence: 99%

See 3 more Smart Citations

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

Saksvik

Faergestad

Fossum

et al. 2018

IJWHM

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Purpose The purpose of this paper is to examine whether a successful implementation of an intervention could result in an effect evaluated independently from a process evaluation. It was achieved by evaluating the effects of an intervention, the “employeeship program,” designed to strengthen the psychosocial work environment through raising employees’ awareness and competence in interpersonal relationships and increasing their responsibility for their everyday work and working environment. Design/methodology/approach An employeeship intervention program was developed to improve the psychosocial work environment through reducing conflict among employees and strengthening the social community, empowering leadership, and increasing trust in management. An earlier process evaluation of the program found that it had been implemented successfully. The present effect evaluation supplemented this by examining its effect on the psychosocial work environment using two waves of the organization’s internal survey and comparing changes in the intervention unit at two points and against the rest of the organization. Findings The intervention was effective in improving the psychosocial work environment through reducing conflicts among employees and strengthening the social community, empowering leadership, and increasing trust in management. Research limitations/implications More attention should be paid to developing and increasing positive psychosocial experiences while simultaneously reducing negative psychosocial experiences, as this employeeship intervention demonstrated. Practical implications An intervention focusing on employeeship is an effective way to achieve a healthier psychosocial work environment with demonstrable benefits for individuals and the working unit. Originality/value Although organizational-level interventions are complex processes, evaluations that focus on process and effect can offer insights into the workings of successful interventions.

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Section: Discussionmentioning

confidence: 87%

Section: Discussionmentioning

confidence: 88%

Section: Discussionmentioning

confidence: 90%

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

Saksvik

Faergestad

Fossum

et al. 2018

IJWHM

Self Cite

View full text Add to dashboard Cite

show abstract

“…We recently reported results from a cross-sectional study of 1431 Norwegian hospital employees who participated in a retrospective questionnaire survey of a choir-singing intervention called 'Sound of Wellbeing (SOW)' (Milch et al 2013;Vaag et al 2013). In SOW, three professional pop and rock musicians helped carry out an organizational intervention.…”

Section: Employees Of a Norwegian Municipality Were Invited To Particmentioning

confidence: 99%

‘Sound of Well-being’ revisited – Choir singing and well-being among Norwegian municipal employees

Vaag

Saksvik

Milch

et al. 2014

Journal of Applied Arts &Amp; Health

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Choral singing as an arts-based organisational intervention: a qualitative study of employees’ experiences

2016

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Building Healthy Organizations Through Music and Culture Interventions

Cited by 5 publications

References 36 publications

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

‘Sound of Well-being’ revisited – Choir singing and well-being among Norwegian municipal employees

Choral singing as an arts-based organisational intervention: a qualitative study of employees’ experiences

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