Employees' and line managers' active involvement in participatory organizational interventions: Examining direct, reversed, and reciprocal effects on well‐being

Abstract

This study examined how employee participation and perceptions of line managers' support during a participatory organizational intervention were related to well‐being over time. Although previous studies suggest that employees' and managers' active involvement in participatory organizational interventions may be related to well‐being, little is known about the temporal aspects, such as at which time during the intervention these factors matter, or possible reciprocal effects. Building on conservation of resources theory, we tested hypotheses concerning direct, reversed, and reciprocal relationships between employee participation and perceptions of line manager support in relation to well‐being. We used a four‐wave panel design consisting of 159 hospital workers. Cross‐lagged analyses showed that perceived line managers' support in the initiation and active phase was related to participation in the active phase. Participation in the initiation and active phase was related to well‐being in the active and sustained phase, respectively. Results also revealed that participation in the initiation phase was related to perceived line managers' support in the active phase, which in turn predicted participation in the active phase, which translated into job satisfaction in the sustained phase supporting reversed and reciprocal effects in the form of resource caravans. Theoretical implications for research and practice are discussed.

Using intervention mapping to develop ‘Healthy HR’ aimed at improving sustainable employability of low-educated employees

“…preparation and readiness for change) and active intervention phase (i.e. problem analysis and solving and development and implementation of interventions) [ 21 , 36 ]. By using the employee’s knowledge (tailoring), this participatory approach leads to an optimization of the fit between the intervention and the organizational context.…”

What about me? The impact of employee change agents’ person-role fit on their job satisfaction during organisational change

“…Nielsen and Randall (2009) found that having line managers who had been allocated the role of change agents in the implementation of a teamwork organizational change was related to improved employee role clarity, social support and a meaningful work which in turn was related to improved job satisfaction, and to a lesser extent psychological wellbeing among employees. From the field of organizational interventions, Tafvelin, von Thiele Schwarz, Nielsen, and Hasson (2018) found that active line management support in the early phases of the intervention was related to increased employee participation in the later phases of the intervention which in turn was related to job satisfaction post-intervention. Furthermore, in a cluster-randomized, controlled trial, von Thiele Schwarz, Nielsen, Stenfors-Hayes, and Hasson (2017) found that improved mental health and job satisfaction could be observed in both the comparison group and the intervention group in which an occupational health consultant functioned as the driver of change.…”

Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework

“…HRM and organizational psychology literature suggest the existence of extensive studies to explore the impact of employee participation on numerous constructs. For instance, employee participation and job satisfaction, employee commitment and employee productivity (Bhatti & Qureshi, 2007;Miller & Monge, 1986;Zhu, et al, 2015;Tafvelin, von Thiele Schwarz, Nielsen & Hasson, 2019;Basterretxea & Storey, 2018;Rogiest, Segers & van Witteloostuijn, 2018;Noe, Hollenbeck, Gerhart & Wright, 2017;Glavas, 2016), organizational performance (Summers & Hyman, 2005;Wang, Thornhill & Zhao, 2018), industrial democracy (Poole, 2017;Rasmussen, 2009), and PAs (Cawley, et al, 1998;Roberts, 2003;Thomas & Bretz Jr, 1994;Babagana, Mat & Ibrahim, 2019a & b;Rubin & Edwards, 2018;Islami, Mulolli & Mustafa, 2018;Babagana, Mat & Ibrahim, 2018;Rukumba & Iravo, 2019).…”