The impact of participatory organizational intervention on job stress in community health care institutions.

Intervention Study on Psychosocial Work Factors and Mental Health and Musculoskeletal Outcomes

“…These results showed an improvement in three of the four psychosocial work factors (high PD, low co-workers SS and low reward). These results are consistent with those of previous prospective intervention studies that observed an improvement in at least one psychosocial work factor (Anderzen and Arnetz 2005;Bourbonnais et al 2006;Kauffeld et al 2004;Logan and Ganster 2005;Mikkelsen and Gundersen 2003;Mikkelsen et al 2000;Sluiter et al 2005;Theorell et al 2001;Wahlstedt et al 2000). It is noteworthy that, in our study, only the respect and esteem dimension of reward improved.…”

“…This result is consistent with those of four recent intervention studies. These studies observed short-term (12 months) effects (Bond and Bunce 2001;Mikkelsen and Gundersen 2003;Sluiter et al 2005) or the start of a beneficial change process (Mikkelsen et al 2000). However, two previous prospective studies observed an increase in emotional exhaustion after the intervention (Dahl-Jorgensen and Saksvik 2005;Ryan et al 2005) and two others observed no effect (Kawakami et al 2005;Logan and Ganster 2005).…”

“…Follow-up time was not long enough to allow the effects of the intervention to occur. Indeed, most recent studies evaluated the effects on health outcomes one year or less after the implementation of the intervention (Anderzen and Arnetz 2005;Berkhout et al 2004;Bond and Bunce 2001;Bourbonnais et al 2006;Eklof and Hagberg 2006;Fredriksson et al 2001;Jackson and Mallarky 2000;Kawakami et al 2005;Michie et al 2004;Mikkelsen and Gundersen 2003;Mikkelsen et al 2000;Park et al 2004;Parker 2003;Ryan et al 2005;Sluiter et al 2005;Theorell et al 2001;Wahlstedt et al 2000). An appropriate follow-up requires that sufficient time elapse since the implementation of the intervention to produce a meaningful decrease in adverse work factors and consequent improvement in health outcomes.…”

Effects of network development on attitudes towards work and well-being at work among health care staff in northern Finland

“…These differences were illustrated by the fact that, in these cases, the effect sizes were small. Nevertheless, the results were mainly in line with the previous studies, which have shown that different staff and work development interventions reduce exhaustion (1) and stress (1,3,4) and increase job satisfaction (1,2,8). The network development intervention was based on participation and self-direction of health care staff in teams.…”

Engaging Our Workforce: How Job Demands and Resources Contribute to Social Worker Burnout, Engagement and Intent to Leave

“…Although this particular model has many strengths, studies have found that employees in large social service bureaucracies experience significant problems resulting from this organizational structure. Features inherent in bureaucracies have been found to foster employee alienation from work and the organizational environment (Sarros et al, 2002;Zurcher, Meadows, & Zurcher, 1965); contribute to feelings of powerlessness and stress (Adler & Boyrs, 1996); and can lead to frequent health complaints (Mikkelson, Saksvik, & Landsbergis, 2000). Work related stress is associated with anxiety, psychosomatic illness, emotional problems (Lloyd, King, & Chenoweth, 2002); and has been found to play a role in employee absenteeism, intent to leave and turnover (Parry-Jones et al, 1998).…”