Forms of participation: The development and application of a conceptual model of participation in work environment interventions

Abildgaard, Johan Simonsen; Hasson, Henna; Schwarz, Ulrica von Thiele; Løvseth, Lise Tevik; Ala-Laurinaho, Arja; Nielsen, Karina

doi:10.1177/0143831x17743576

Cited by 59 publications

(76 citation statements)

References 60 publications

(76 reference statements)

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“…What is meant by participation varies greatly, both in terms of the degree of influence and in terms of what the participants gain influence over (i.e., the content, the process, or the goal of the intervention) (Abildgaard et al, 2018). Based on the substantive evidence supporting active engagement, our proposition is for active forms of participation where researchers and organizational stakeholders, including employees, work closely together throughout the design, implementation, and evaluation of the intervention, enabling influence over all aspects of the intervention, including as co-creative partners (Brydon-Miller et al, 2003;.…”

Section: Principle 1: Ensure Active Participation and Engagement Amonmentioning

confidence: 99%

How to design, implement and evaluate organizational interventions for maximum impact: the Sigtuna Principles

Schwarz

Nielsen

Edwards

et al. 2020

European Journal of Work and Organizational Psychology

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Research on organizational interventions needs to meet the objectives of both researchers and participating organizations. This duality means that real-world impact has to be considered throughout the research process, simultaneously addressing both scientific rigour and practical relevance. This discussion paper aims to offer a set of principles, grounded in knowledge from various disciplines that can guide researchers in designing, implementing, and evaluating organizational interventions. Inspired by Mode 2 knowledge production, the principles were developed through a transdisciplinary, participatory and iterative process where practitioners and academics were invited to develop, refine and validate the principles. The process resulted in 10 principles: 1) Ensure active engagement and participation among key stakeholders; 2) Understand the situation (starting points and objectives); 3) Align the intervention with existing organizational objectives; 4) Explicate the program logic; 5) Prioritize intervention activities based on effort-gain balance; 6) Work with existing practices, processes, and mindsets; 7) Iteratively observe, reflect, and adapt; 8) Develop organizational learning capabilities; 9) Evaluate the interaction between intervention, process, and context; and 10) Transfer knowledge beyond the specific organization. The principles suggest how the design, implementation, and evaluation of organizational interventions can be researched in a way that maximizes both practical and scientific impact.

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Section: Principle 1: Ensure Active Participation and Engagement Amonmentioning

confidence: 99%

How to design, implement and evaluate organizational interventions for maximum impact: the Sigtuna Principles

Schwarz

Nielsen

Edwards

et al. 2020

European Journal of Work and Organizational Psychology

Self Cite

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“…Another factor described in the literature to be important for the success of interventions is to let the receivers of the intervention participate in designing it and deciding on its content. Most interventions within the literature are described as participatory, however a clarification of in what way the intervention is participatory is often lacking [29]. Given the importance of a contextual fit and a participatory approach we chose to focus on co-creation as a means to reach these goals.…”

Section: Discussionmentioning

confidence: 99%

“…Conditions found to be crucial for successfully implementing change are: fit of the intervention in to the workplace context [22], integration of the intervention activities into already existing structures [27], and that the intervention build on a participatory approach for both the management and the target group for change, the so called end-users [28,29]. Hence, it is important that the intervention is tailored for the specific group and context [30,31].…”

Section: The Implementation Process and Co-creationmentioning

confidence: 99%

Study protocol of a co-created primary organizational-level intervention with the aim to improve organizational and social working conditions and decrease stress within the construction industry – a controlled trial

et al. 2020

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Background: Within construction industry, physical work exposures have long been recognized as possible determinants for musculoskeletal disorders, but less attention has been given the increasing organizational and social work hazards and stress within this industry. There is to date a lack of knowledge about how to improve organizational and social working conditions and decrease stress within the construction industry. Methods: This paper outlines the design of a controlled trial to evaluate the effectiveness of a co-created organizational-level intervention with the aim to improve role clarity, quantitative demands, staffing, planning, team effectiveness, psychosocial safety climate and stress. Two regions (> 700 employees) within one large construction company in Sweden will participate as intervention and control group. Further we present the design of the process evaluation assessing fidelity, support from managers, readiness for change and contextual factors. We will utilize questionnaires, semi-structured interviews, observations and documentation as means for data collection, hence a mixed methods approach is applied. Discussion: The study is expected to contribute to the understanding of how adverse organizational and social working conditions and stress can be improved within the construction industry. By applying co-creation we wish to develop an intervention and implementation strategies that fit to the context, are in line with the needs of endusers and are supported by all management levels-all of which are highlighted features in successful workplace interventions.

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“…In the present study, we define participation as employees' perception of influence over the content of an intervention or the process of implementing it (Abildgaard et al, ), in our case during an intervention aimed at integrating occupational health and safety, and health promotion with a continuous improvement system, Kaizen. In our study, a participatory approach was used in which all staff on the participating wards were invited to participate in identifying risks and improvement areas and suggesting, testing, and evaluating possible solutions.…”

Section: Participation In Organizational Interventions and Employee Wmentioning

confidence: 99%

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

et al. 2018

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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.

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Forms of participation: The development and application of a conceptual model of participation in work environment interventions

Abstract: In the realm of work environment improvements, the Nordic countries have led the way in demonstrating that employee participation is a key requisite for achieving improvements. Despite

Cited by 59 publications

References 60 publications

How to design, implement and evaluate organizational interventions for maximum impact: the Sigtuna Principles

How to design, implement and evaluate organizational interventions for maximum impact: the Sigtuna Principles

Study protocol of a co-created primary organizational-level intervention with the aim to improve organizational and social working conditions and decrease stress within the construction industry – a controlled trial

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

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