Does change process healthiness reduce the negative effects of organizational change on the psychosocial work environment?

Tvedt, Sturle Danielsen; Saksvik, Per Øystein; Nytrø, Øystein

doi:10.1080/02678370902857113

Cited by 57 publications

(36 citation statements)

References 41 publications

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“…Organizational practices affecting employees' change appraisal, like the quality of information, participation, support, and trust in management and co-workers and procedural justice (de Jong et al, 2016;Sørensen et al, 2011;Tvedt et al, 2009), may have been handled well in all mergers. Employees might also have been happy with the mergers, anticipating that they improve working conditions at the hospitals.…”

Section: Discussionmentioning

confidence: 99%

Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Ingelsrud

2017

NJWLS

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Section: Discussionmentioning

confidence: 99%

Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Ingelsrud

2017

NJWLS

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“…Cronbach's α for this scale was 0.91. The scale as a whole was original, but ideas for some questions came from the HYVIS survey [27] and the Change Impact Factor scale [28]. The response format was similar to that in the Oreg's Perceived Outcomes of the Change scale [29].…”

Section: Type Of Restructuringmentioning

confidence: 99%

Do all types of restructuring threaten employees’ well-being? An exploratory study

Widerszal‐Bazyl

Mockałło

2015

Int J Occup Med Environ Health

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Objectives: Most research on the negative impact of restructuring on employees' health considers restructuring involving personnel reduction. The aim of this study was to explore the assumption that the type of restructuring, business expansion versus restructuring not involving expansion (only reductions and/or change of ownership), influences its psychological responses: appraisal of the change, psychosocial working conditions and well-being after the change. Material and Methods: The study was carried out among 857 employees that experienced restructuring in 2009 and/or 2010 and 538 employees from companies not restructured at that time. The main variables, i.e., assessment of change in terms of personal benefits and losses, psychosocial job characteristics and well-being were measured using a questionnaire developed in "The psychological health and well-being in restructuring: key effects and mechanisms" project (PSYRES). Results: It was found that the employees who experienced business expansion in comparison to those who experienced exclusively change of ownership had a higher appraisal of change, while those who experienced restructuring not involving business expansion did not differ from those who experienced change of ownership. As far as psychosocial working conditions are concerned, those employees who experienced exclusively business expansion did not differ from those in the not restructured companies (except for quantitative demands that were higher), while most psychosocial working conditions of the employees who experienced restructuring not involving expansion were poorer than in the not restructured companies. Also, well-being measures of the employees who experienced exclusively business expansion did not differ from those in the not restructured companies (except for innovative behavior that was even higher), while well-being measure of those who experienced restructuring not involving expansion was poorer than of those in the not restructured companies. Conclusions: Restructuring involving exclusively business expansion is not a threat to psychosocial job characteristics (except for quantitative demands) or to employees' well-being. Therefore, the type of restructuring should be taken into account when the restructuringpsychological health relationship is discussed.

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“…An instrument which can be useful to evaluate this component is proposed by Tvedt, Saksvik, and Nytrø (2009) who developed an index evaluating the healthiness of the change process based on dimensions identified in a previous qualitative study (Saksvik et al, 2007). Their work suggests that the healthier the change process, the lesser the impact of job demands on well-being.…”

Section: _____________________________mentioning

confidence: 99%

“…As for methodological rigor, several authors Randall et al, 2005) have mentioned the impracticalities and difficulties of applying the natural science paradigm to the organizational context (Griffiths, 1999). Yet, there is a growing body of literature demonstrating how these difficulties, processes, and contextual issues can be taken into consideration in intervention design and implementation (Biron et al, 2012a;Biron, Karanika-Murray, & Cooper, 2012b;Karanika-Murray, under review;Nielsen et al, 2006;Nielsen & Randall, 2012a;Nielsen et al, 2007;Tvedt et al, 2009).…”

Section: Mechanisms Of Changementioning

confidence: 99%

Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice.

Biron

Karanika‐Murray

2014

International Journal of Stress Management

129

116

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Although the body of evidence showing the effects of psychosocial risks on employees' health is substantial, effective and sustainable stress prevention remains a thorny and complex issue. Most studies have focused on evaluating the effects of organizational interventions, and the results are mixed. Researchers find the evaluation of such actions methodologically challenging whereas practitioners often find the development and implementation of such actions a complicated matter. One of the reasons for this mixed impact is the lack of attention to contextual and process issues, namely how, when, and why interventions have their effects on outcomes such as mental health, well-being, and organizational performance. This paper aims to help researchers and practitioners to improve the development, implementation, and evaluation of organizational initiatives designed to reduce exposure to stress, to promote well-being, and healthy organizations. We review recent developments in the literature on process evaluation and propose examples of broader theoretical frameworks that could be used to improve this area. We articulate the essential elements for developing and bridging gaps between theory, methods, and practice.Throughout, we provide recommendations for the content, process and reporting of research on IPE.Keywords: intervention process evaluation, context, organizational interventions, well-being, occupational stress INTERVENTION PROCESS EVALUATION 3Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice Because of their focus on reducing or eliminating the stressful and harmful aspects in the workplace, organizational-level interventions have been thought to be more effective compared to individual-level initiatives which attempt to modify individuals' ability to cope with stress (Semmer, 2011). Several reviews (Briner & Reynolds, 1999;Graveling, Crawford, Cowie, Amati, & Vohra, 2008;Parkes & Sparkes, 1998;Richardson & Rothstein, 2008; Van der Klink, Blonk, Schene, & Van Dijk, 2001) have concluded that there is not sufficient empirical evidence to draw conclusions on the effectiveness of organizational-level interventions, and that the research designs that have been used are too varied or not considered sufficiently strong. This is worrying given the pervasiveness and costs of workrelated stress and the considerable resources that organizations invested to manage it. In 2010 an observation was made that "at present little real progress is being made in [stress] intervention research [and] we do not need 'more of the same'" (Cox et al., 2010, p. 217). The implementation of interventions at the organizational level is considerably more complex and requiring more extensive resources than interventions at the individual level. Nevertheless, and despite calls for the importance of understanding intervention implementation coming from a range of areas such as organizational studies (e.g. Langley, 2009;Pettigrew, Woodman, & Cameron, 2001) and ...

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Does change process healthiness reduce the negative effects of organizational change on the psychosocial work environment?

Cited by 57 publications

References 41 publications

Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Hospital Mergers in Norway: Employee Health and Turnover to Three Destinations

Do all types of restructuring threaten employees’ well-being? An exploratory study

Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice.

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