Developing New Ways of Evaluating Organizational‐Level Interventions

Abstract

Although there is an increasing interest in combining process and effect evaluation using mixed methods there has to date been very little discussion and empirical research that demonstrates how this may be done. This chapter discusses the key challenges in linking process evaluation and effect evaluation and describes an empirical study that attempts to meet some of these challenges. The study was carried out during the implementation of teamwork in the elderly care sector. It used mixed methods (both qualitative and quantitative) to determine whether different types of team training, when coupled with a teamwork intervention, enhanced employee well-being and satisfaction. The effects of team implementation were examined alongside the effects of facilitating and hindering factors surrounding the intervention. Results indicated that training employees and team managers (the intervention process) was linked to intervention effects. However, it was also found that other aspects of the intervention processes and context (e.g., organizational turbulence and the perceptions of managers and staff) had been less positive and had blunted the effects of the intervention. The study illustrates how a detailed exami nation of intervention processes can be carried out, and how the results of this process evaluation can be used to draw valid inferences from effect evaluation.

Development and implementation of policies for the management of psychosocial risks: Exploring the role of stakeholders and the translation of policy into practice in Europe

“…These findings highlight the importance of employee participation and involvement as well as the business case for dealing with psychosocial issues and have also been reported in previous studies (e.g., Kompier et al, 1998;Nielsen et al, 2010;Smulders & Nijhuis, 1999). It is interesting to note here that for bullying and harassment employee requests were a weaker driver than absenteeism and legal obligations, while for workrelated stress they were a stronger driver.…”

“…This highlights the fact that psychosocial risk management interventions are not resource intensive and can be implemented even when resources are lacking (Nielsen, Randall, & Christensen, 2010). This is a message that needs to be communicated more to enterprises of all sizes.…”

“…An additional element which has been emphasised as integral to a comprehensive and successful preventative practice for management and prevention of psychosocial risks is the continuous involvement of employees and their representatives (e.g., Kompier et al, 1998;Nielsen et al, 2010).…”

“…Conceptually (see Leka et al, 2008b;Nielsen et al, 2010) Readiness for change is an important prerequisite for the successful process of psychosocial risk management. A key element of successful organisational change is the existence of an appropriate organisational culture (Hofstede, 1980;Dollard & Bakker, 2010;Diaz-Cabrera et al, 2010;Shein, 2004).…”

“…Access to all the required information is also facilitated with a participative approach. It is important to emphasise that each member of an organisation, and other social actors which surround it, have expert knowledge of their environment and the best way to access this is through inclusion (Leka et al, 2008b;Nielsen et al, 2010;Walters, 2004).…”