Job stress interventions and the organization of work

Semmer, Norbert K.

doi:10.5271/sjweh.1056

Cited by 270 publications

(143 citation statements)

References 75 publications

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“…The results provide further evidence for the efficacy and mechanisms of job redesign interventions. Key Words; job redesign, quasi-experiment, well-being, performance, psychological contract, call centre 3 Job redesign interventions are planned change initiatives that aim to modify job characteristics as a means of enhancing employee outcomes such as well-being and job performance (Parker & Wall, 1999;Semmer, 2006). Within the literature on job redesign, there is an increasing interest in understanding why job redesign interventions lead to successful outcomes (Biron, Karinka-Murray & Cooper, 2011).…”

Section: Introductionmentioning

confidence: 99%

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Holman¹,

Axtell²

2016

Journal of Occupational Health Psychology

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Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention indirectly influences a broad range of employee outcomes by changing multiple job characteristics. As this model remains untested, the aim of this study is to test a 'multiple mediator/multiple outcome' model of job redesign. Multilevel analysis of data from a quasi-experimental job redesign intervention in a call centre confirmed the hypothesized model and showed that the job redesign intervention affected a broad range of employee outcomes (i.e., employee well-being, psychological contract fulfillment, and supervisor-rated job performance) through changes in two job characteristics (i.e., job control, feedback). The results provide further evidence for the efficacy and mechanisms of job redesign interventions. Key Words; job redesign, quasi-experiment, well-being, performance, psychological contract, call centre 3 Job redesign interventions are planned change initiatives that aim to modify job characteristics as a means of enhancing employee outcomes such as well-being and job performance (Parker & Wall, 1999;Semmer, 2006). Within the literature on job redesign, there is an increasing interest in understanding why job redesign interventions lead to successful outcomes (Biron, Karinka-Murray & Cooper, 2011). One approach to examining this issue has been to establish whether a change in job characteristics is the mechanism through which job redesign interventions have their effects. Specifically, studies have tested two models of this mediational process. The first is a 'single mediator/multiple outcome' model in which a job redesign intervention influences multiple types of employee outcome (e.g., affective, behavioral and attitudinal) through a change in one job characteristic, such as job control (Bond & Bunce, 2001;Bond, Flaxman & Bunce, 2008;Logan & Ganster, 2005). The second is a 'multiple mediator/single outcome' model in which a job design intervention influences one type of employee outcome (e.g., affect) by changing multiple job characteristics such as job control, feedback and participation (Holman, Axtell, Sprigg, Totterdell, & Wall, 2009).Many job redesign interventions are based on a 'multiple mediator/multiple outcome' model in which the job redesign intervention influences a broad range of employee outcomes by making changes to multiple job characteristics (Semmer, 2008). But this model of the job redesign process has not been tested, so there is little evidence for the efficacy of job redesign interventions based on it. Indeed, it is possible that intervention-induced changes to multiple job characteristics may only affect one type of employee outcome, or that changes to multiple outcomes might only occur when a single job characteristic is changed (Bond & Bunce, 2001).The main aim of this paper is therefore to test a 'multiple mediator/multiple outcome' model of 4 job redesign intervention by examining whether a job redesign intervention can enhance a range of...

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Section: Introductionmentioning

confidence: 99%

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Holman¹,

Axtell²

2016

Journal of Occupational Health Psychology

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“…The design, implementation and evaluation of organizational-level occupational health interventions are increasingly receiving attention, but results are inconsistent (1). In a systematic review of job stress interventions, LaMontagne et al (2) found that interventions targeting the organizational level appeared to be more effective than those targeting the individual.…”

mentioning

confidence: 99%

Effect of a participatory organizational-level occupational health intervention on short-term sickness absence: a cluster randomized controlled trial

Framke¹,

Sørensen²,

Pedersen³

et al. 2016

Scand J Work Environ Health

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Effect of a participatory organizational-level occupational health intervention on short-term sickness absence: a cluster randomized controlled trial by Framke E, Sørensen OH, Pedersen J, Rugulies R This RCT showed that pre-school employees participating in an organizational intervention focusing on the core task at work had a statistically significantly lower incidence rate of short-term sickness absence than control group employees during a 29-months follow-up period.Refers to the following texts of the Journal: 2006;32(6) Original article Scand J Work Environ Health. 2016;42(3):192-200. doi:10.5271/sjweh.3559 Effect of a participatory organizational-level occupational health intervention on short-term sickness absence: a cluster randomized controlled trial Objectives The aim of this study was to examine whether employees in pre-schools that implemented a participatory organizational-level intervention focusing on the core task at work had a lower incidence of short-term sickness absence compared to employees in the control group. MethodsThe cluster randomized controlled trial (RCT) comprised 78 pre-schools that were allocated to the intervention (44 pre-schools with 1760 employees) or control (34 pre-schools with 1279 employees) group. The intervention lasted 25 months and followed a stepwise and structured approach, consisting of seminars, workshops, and workplace-directed intervention activities focusing on the core task at work. Using Poisson regression, we tested differences in incidence rates in short-term sickness absence between the intervention and control groups during a 29-months follow-up.Results Estimated short-term sickness absence days per person-year during follow-up were 8.68 and 9.17 in the intervention and control groups, respectively. The rate ratio (RR) for comparing incident sickness absence in the intervention to control groups during follow-up was 0.93 [95% confidence interval (95% CI) 0.86-1.00] in the crude analysis and 0.89 (95% CI 0.83-0.96) when adjusting for age, sex, job group, type and size of workplace, and workplace average level of previous short-term sickness absence. A supplementary analysis showed that the intervention also was associated with a reduced risk of long-term sickness absence with a crude RR of 0.83 (95% CI 0.69-0.99) and an adjusted RR of 0.84 (95% CI 0.69-1.01).Conclusions Pre-school employees participating in an organizational-level occupational health intervention focusing on the core task at work had a lower incidence of short-term sickness absence during a 29-month followup compared with control group employees.

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“…Applied psychology is the outset for outcome evaluations, but as Cox and colleagues (2007) argue, the traditional experimental approach from applied psychology is inadequate because it does not capture the continuously changing complexity in organisations. Their argument is supported by Semmer (2006), who states that many interventions fail because of implementation problems.…”

Section: Introductionmentioning

confidence: 59%

Applying the chronicle workshop as a method for evaluating participatory interventions

Poulsen

Ipsen

Gish

2015

IJHFE

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Despite the growing interest for process evaluation in participatory interventions, studies examining specific methods for process evaluation are lacking. In this paper, we propose a new method for process evaluation--the Chronicle Workshop. The Chronicle Workshop has not previously been used in intervention studies. The method was tested in three small and medium-sized companies. Four to six employees participated in each Chronicle Workshop, which was the last activity of the participatory preventive intervention program PoWRS. The program aims at creating changes which have a positive effect on both productivity and well-being.In all cases we saw that the Chronicle Workshop gave valuable information about the intervention process and that it initiated a joint reflection among participants from different departments. The Chronicle Workshop makes it possible to better understand the results of the intervention, the factors affecting it, and the outcome evaluation based on a summary view of the company and interventionrelated factors that influence the intervention program and results.

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Job stress interventions and the organization of work

Cited by 270 publications

References 75 publications

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study.

Effect of a participatory organizational-level occupational health intervention on short-term sickness absence: a cluster randomized controlled trial

Applying the chronicle workshop as a method for evaluating participatory interventions

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