Investigating Variations in Implementation Fidelity of an Organizational-Level Occupational Health Intervention

Augustsson, Hanna; Schwarz, Ulrica von Thiele; Stenfors, Terese; Hasson, Henna

doi:10.1007/s12529-014-9420-8

Cited by 34 publications

(49 citation statements)

References 35 publications

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“…Several organizational interventions have revealed the most beneficial outcomes in groups with higher baseline values, indicating that work units with a good starting point showed the greatest improvement during the intervention (Augustsson, von Thiele, Stenfors-Hayes, & Hasson, 2014;Brown, Costigan, & Kendziora, 2007;Ulhassan, Westerlund, Thor, Sandahl, & von Thiele Schwarz, 2014). It has been suggested that organizations need to have a certain level of 'healthiness' or maturity at baseline if they are to succeed with organizational interventions (Nielsen et al, 2006).…”

Section: Leaders' and Teams' Perceptionsmentioning

confidence: 99%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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The study investigates how agreement between leaders' and their team's perceptions influence intervention outcomes in a leadership‐training intervention aimed at improving organizational learning. Agreement, i.e. perceptual distance was calculated for the organizational learning dimensions at baseline. Changes in the dimensions from pre‐intervention to post‐intervention were evaluated using polynomial regression analysis with response surface analysis. The general pattern of the results indicated that the organizational learning improved when leaders and their teams agreed on the level of organizational learning prior to the intervention. The improvement was greatest when the leader's and the team's perceptions at baseline were aligned and high rather than aligned and low. The least beneficial scenario was when the leader's perceptions were higher than the team's perceptions. These results give insights into the importance of comparing leaders' and their team's perceptions in intervention research. Polynomial regression analyses with response surface methodology allow three‐dimensional examination of relationship between two predictor variables and an outcome. This contributes with knowledge on how combination of predictor variables may affect outcome and allows studies of potential non‐linearity relating to the outcome. Future studies could use these methods in process evaluation of interventions. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Leaders' and Teams' Perceptionsmentioning

confidence: 99%

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

et al. 2016

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“…In a study of 102 Veterans Health Administration facilities, Robinson et al () found that including frontline managers in implementation planning improved implementation of a team training program for operating room clinical staff. During implementation, leadership behaviors of support, encouragement, and engagement have been associated with higher fidelity to implementation strategies (Augustsson, von Thiele Schwarz, Stenfors‐Hayes, & Hasson, ). Other leadership behaviors of frontline managers that influence EBP implementation include ongoing monitoring and feedback to staff regarding EBP use, role modeling, relationship building, supporting implementation efforts, and providing resources (e.g., EBP workshops; Gifford et al, ; Reichenpfader, Carlfjord, & Nilsen, ; Sandström, Borglin, Nilsson, & Willman, ; Shuman, Ploutz‐Snyder, & Titler, ).…”

Section: Introductionmentioning

confidence: 99%

EBP Implementation Leadership of Frontline Nurse Managers: Validation of the Implementation Leadership Scale in Acute Care

Shuman

Ehrhart

Torres

et al. 2019

Worldviews Ev Based Nurs

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Background Frontline nurse managers influence the implementation of evidence‐based practices (EBP); however, there is a need for valid and reliable instruments to measure their leadership behaviors for EBP implementation in acute care settings. Aim The aim of this study was to evaluate the validity and reliability of the Implementation Leadership Scale (ILS) in acute care settings using two unique nurse samples. Methods This study is a secondary analysis of ILS data obtained through two distinct multisite cross‐sectional studies. Sample 1 included 200 registered nurses from one large Californian health system. Sample 2 was 284 registered nurses from seven Midwest and Northeast U.S. hospitals. Two separate studies by different research teams collected responses using written and electronic questionnaires. We analyzed each sample independently. Descriptive statistics described individual item, total, and subscale scores. We analyzed validity using confirmatory factor analysis and within‐unit agreement (awg). We evaluated factorial invariance using multigroup confirmatory factor analyses and evaluating change in chi‐square and comparative fit index values. We evaluated reliability using Cronbach's alpha. Results Confirmatory factor analyses in both samples provided strong support for first‐ and second‐order factor structure of the ILS. The factor structure did not differ between the two samples. Across both samples, internal consistency reliability was strong (Cronbach's alpha: 0.91–0.98), as was within‐unit agreement (awg: 0.70–0.80). Linking Evidence to Action Frontline manager implementation leadership is a critical contextual factor influencing EBP implementation. This study provides strong evidence supporting the validity and reliability of the ILS to measure implementation leadership behaviors of nursing frontline managers in acute care. The ILS can help clinicians, researchers, and leaders in nursing contexts assess frontline manager implementation leadership, deliver interventions to target areas needing improvement, and improve implementation of EBP.

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“…To attain more successful fitness-improvement results in workplace health interventions, it is probably necessary to complement the intervention work with more individually adapted programs including physical activity and health behavior change elements, in accordance with research results in this area [20]. It is also important to adapt implementation strategies to the local context, as research shows that implementation fidelity can differ between organizations, although the interventions may be introduced and supported in the same way [38]. Managers in SSEs have high and conflicting work demands [10] and for reaching successful results it is important to adapt broader workplace health interventions to these circumstances.…”

Section: Discussionmentioning

confidence: 92%

“…Managers in SSEs have high and conflicting work demands [10] and for reaching successful results it is important to adapt broader workplace health interventions to these circumstances. Also, it is crucial that the managers participate in the intervention components to a high degree [24] [38]. One way of reaching the managers with educational components and training programs can be by company networks [24] [35].…”

Section: Discussionmentioning

confidence: 99%

Workplace Health Interventions and Physical Fitness Status among Managers of Small-Scale Enterprises in Norway and Sweden

Hansen¹,

Björklund²,

Vinberg³

2016

Health

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Background: The ability of managers of small-scale enterprises (SSEs) to prioritize health, working conditions, and their own physical fitness is an important issue for workplace health promotion in Norway and Sweden, where most owner-manager positions are in SSEs. Aim: To assess the physical fitness status of SSE managers compared to a norm population and to study changes in physical fitness status, self-reported physical activity, and sickness outcomes after workplace health interventions. Methods: The study allocated SSE managers to either an intervention or a reference group. The intervention, over twelve months, consisted of motivational input related to lifestyle and physical activity through tests and feedback, individual support, and courses on health and psychosocial working conditions. The participants (N = 28) completed health screening checks, questionnaires and testing before and after the intervention. Results: SSE managers in the study had positive outcomes for BMI levels and strength compared to the norm population, while percentage of fat for both men and women indicated poor results. There were no further improvements in the intervention group after comparison with the reference group. Separately, both groups seemed to improve strength and body composition. Conclusion: Workplace health interventions with essentially motivational components may increase SSE managers' attention to physical fitness, but appear to have limited effects on objective and subjective physical fitness outcomes.

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Investigating Variations in Implementation Fidelity of an Organizational-Level Occupational Health Intervention

Cited by 34 publications

References 35 publications

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

Are We All in the Same Boat? The Role of Perceptual Distance in Organizational Health Interventions

EBP Implementation Leadership of Frontline Nurse Managers: Validation of the Implementation Leadership Scale in Acute Care

Workplace Health Interventions and Physical Fitness Status among Managers of Small-Scale Enterprises in Norway and Sweden

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