The importance of employee participation and perceptions of changes in procedures in a teamworking intervention

Abstract

The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N = 583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees’ reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. In addition, participation and changes in work procedures were significantly associated with post-intervention autonomy, social support and well-being. The results indicate that employee participation in intervention processes is crucial in what appears to be an important association with perceived changes in procedures and, therefore, in intervention outcomes.

Building and sustaining work engagement – a participatory action intervention to increase work engagement in nursing staff

“…These demands also prevented them from attending Communities of Practice workshops, which they requested to be stopped. This suggests that a certain amount of resources are necessary from the outset for individuals to actively participate in organizational interventions, echoing previous work which argues that organizations need the necessary conditions, such as good job design and resources, to allow participants to successfully engage in interventions (Nielsen & Randall, 2012). Additionally, the hospital was placed under special measures during the intervention, which occurs when there are concerns surrounding the quality of care and which are designed to offer hospitals extra support to improve.…”

“…This was important so that all employees could become involved in the intervention and be impacted by potential changes in resources. Interventions which involve all employees are noted to have greater positive effects, possibly due to the individual learning acquired from participation (Nielsen & Randall, 2012). In reality, not all staff were able to attend each workshop, and some staff left and were replaced.…”

“…Competence would plausibly increase as positive feedback from others towards one's ideas in a supportive environment could engender a sense of ability. Social exchange theory can explain this as individuals who feel supported by colleagues are likely to reciprocate support by taking on more responsibility and performing extra-role behaviours (Nielsen & Randall, 2012). The learning and self-development which results could increase self-efficacy and competence.…”

“…Further, in a team-based intervention in the elder care sector, Nielsen and Randall (2012) found that actively involving employees in the change process was important for gaining and maintaining the commitment of employees to the intervention. In particular, they found that those who had participated in the team intervention perceived changes in work procedures, and that participation and changes in procedures were related to autonomy, social support, and well-being post-intervention.…”

Towards Effective Design and Evaluation of Workplace Wellness Programs

“…23 Indeed, achieving high participation is a key part of guidance on developing effective workplace wellness programs. 6,34 Similarly, employee perceptions of the effectiveness of a program have been identified as drivers of outcomes 50,51 and indicators of the program's fit within the organizational climate. 52 This suggests that there is promise in using employee perceptions of programs as an outcome measure.…”