The Context, Process, and Outcome Evaluation Model for Organisational Health Interventions

Fridrich, Annemarie; Jenny, Gregor J.; Bauer, Georg F.

doi:10.1155/2015/414832

Cited by 67 publications

(95 citation statements)

References 53 publications

(61 reference statements)

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“…In addition, it could be advisable to focus such intervention research on teams as smaller, more feasible sub-units of analysis and change in organisations (Ipsen, Poulsen, & Jenny, 2015). In both cases, a mixed-methods approach will allow researchers to systematically collect and analyse the context, process and outcomes of such comprehensive interventions (Biron & Karanika-Murray, 2014;Fridrich, Jenny, & Bauer, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…As shown above, we apply the concept of 'capacity building' as such a configurational Terminology of universalistic, contingency and configurational based on Delery and Doty (1996) b Terminology based on Fridrich et al (2015); see also Biron and Karanika-Murray (2015) approach to enhance an organisation's health-oriented selfoptimisation, or in other words, its targeted OHD (see , for details). Based on the organisational capacities (structure, strategy and culture) and employees' capacities (competence, motivation and identity) as the organisation's initial configuration, external change agents develop an intervention architecture together with internal project managers.…”

Section: Targeted Organisational Health Development As Configurationamentioning

confidence: 99%

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The Handbook of Salutogenesis

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Section: Discussionmentioning

confidence: 99%

Section: Targeted Organisational Health Development As Configurationamentioning

confidence: 99%

The Handbook of Salutogenesis

et al. 2017

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“…As shown above, we apply the concept of 'capacity building' as such a configurational Terminology of universalistic, contingency and configurational based on Delery and Doty (1996) b Terminology based on Fridrich et al (2015); see also Biron and Karanika-Murray (2015) approach to enhance an organisation's health-oriented selfoptimisation, or in other words, its targeted OHD (see Hoffmann, Jenny, &Bauer, 2014, for details). Based on the organisational capacities (structure, strategy and culture) and employees' capacities (competence, motivation and identity) as the organisation's initial configuration, external change agents develop an intervention architecture together with internal project managers.…”

Section: Targeted Organisational Health Development As Configurationamentioning

confidence: 99%

The Application of Salutogenesis to Organisations

Bauer

Jenny

2016

The Handbook of Salutogenesis

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Framing the ChapterThis chapter on salutogenic organisations is part of the book section on the application of salutogenesis to everyday settings. The settings covered in this section include communities/neighbourhoods, cities, restorative environments, schools, universities, worksites and prisons. Such settings are broadly defined as 'the place or social context in which people engage in daily activities in which environmental, organisational, and personal factors interact to affect health and wellbeing ' (WHO, 1998; emphasis added). This definition implies that all settings are influenced by some form of organisation. Several of the listed settings are more or less formalised organisations themselves, such as worksites, schools, universities and prisons-whereas others are at least heavily influenced by organisations, such as cities, neighbourhoods or restorative environments. Thus, understanding how organisations influence whole settings and human health is crucial for promoting health in and through settings.As the other chapters on everyday settings illustrate, organisations directly influence the health of their employees through working conditions. They influence the health of their customers through their products or services, such as providing education, and finally, they influence the population's health through larger ecological impacts. In treating these health-influencing pathways, the other chapters either refer to the more general concept of settings or focus on specific aspects of organisations such as the employee, customer (student), citizen, political or ecological level. This chapter presents a generic model of how organisations influence health from both a salutogenic and pathogenic perspective. The framework integrates concepts and empirical findings from health promotion, organisational psychology and the management sciences. The chapter will focus on the organisation's impact on employee health, as employees typically are most directly and intensely affected by an organisation. Thus, it complements the chapter on salutogenic work by expanding the level of analysis to include the question of how employee health is created by the interaction of employees with key characteristics of the organisation.Furthermore, we expect that organisations considering employee health a legitimate, relevant focus of attention and action beyond pure economic profitability will also consider their larger health impact on their environment, including customers and the population at large. Finally, the chapter aims to be particularly applicable to for-profit organisations in which it is exceptionally challenging to introduce a health agenda.The chapter firstly introduces the key concept of organisational health development (OHD), as well as the OHD practical and research context, such as ongoing changes of the economy, of organising work and of the roles of managers and employees. Secondly, the chapter presents conceptual and empirical research regarding OHD as well as health-oriented interventions in organisati...

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“…Context and process factors have been shown to influence the effectiveness of an intervention (Fridrich et al 2015;Nielsen & Randall 2013;Nielsen & Abildgaard 2013;Biron 2012). With regard to process factors, for example, action plans developed by workshop participants vary in topics addressed and also in their quality.…”

Section: Lean Work Processes Of Entire Teamsmentioning

confidence: 99%

The relevance of intervention participants’ process appraisal for change in well-being and lean work processes of entire teams

Füllemann¹,

Fridrich

Jenny

et al. 2016

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Purpose The purpose of this paper is to investigate whether intervention participants’ process appraisals relate to change in well-being and lean outcomes of entire teams. For this purpose, the study focussed on two main characteristics of a lean implementation process – workshop quality and outcome expectancy – and their interaction with the participation rate, and examined their association with leaner work processes and affective well-being in nursing teams. Design/methodology/approach Data were collected from a lean implementation project within 29 nursing wards of a university hospital. Employee surveys covering lean work processes and affective well-being at work were conducted before the implementation of four-day lean workshops in each nursing ward and six months after. The participating employee representatives evaluated the workshop quality and outcome expectancy of the workshops. Findings Multilevel analyses indicated that workshop quality did not relate to leaner work processes, but was associated with enhanced affective well-being after six months. By contrast, outcome expectancy was associated with leaner work processes, but did not relate to well-being. No moderation effects with participation rate were found. Practical implications The study shows the importance of monitoring process indicators in the early stages of implementation and optimising workshop contents and formats accordingly to ensure positive outcomes for entire teams. Originality/value The present study considers intervention participants’ process appraisals of workshop quality and outcome expectancy as good indicators of future change in lean work processes and the well-being of entire teams.

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The Context, Process, and Outcome Evaluation Model for Organisational Health Interventions

Cited by 67 publications

References 53 publications

The Handbook of Salutogenesis

The Handbook of Salutogenesis

The Application of Salutogenesis to Organisations

The relevance of intervention participants’ process appraisal for change in well-being and lean work processes of entire teams

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