The Neglected Employees

Busch, Christine; Staar, Henning; Åborg, Carl; Roscher, Susanne; Ducki, Antje

doi:10.1002/9780470661550.ch6

Cited by 9 publications

(6 citation statements)

References 42 publications

(32 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These studies should include further influencing variables as well as further proximate and intermediate outcome measures. As other studies (e.g., Busch et al, 2010) report similarly high amounts of missing data for the process evaluation of single intervention elements, future interventions should emphasize the development of strategies to increase response rates for the evaluation of single intervention elements.…”

Section: Discussionmentioning

confidence: 94%

“…For instance, researchers have assessed the awareness and involvement of participants (Randall, Griffiths, & Cox, 2005), satisfaction with treatment (e.g., Brouwers, Tiemens, Terluin, & Verhaak, 2006; Joosen, Frings-Dresen, & Sluiter, 2011), quality and sustainability of interventions (Nielsen et al, 2007), and exposure to components of the intervention (Randall et al, 2009). Most of these studies capture appraisals of the entire intervention, but only a few capture appraisals of particular intervention elements (e.g., session evaluation ; Busch, Staar, Aborg, Roscher, & Ducki, 2010). In comprehensive interventions, this information is needed to investigate the effect of a particular component/element and to compare it to the effect of other elements.…”

mentioning

confidence: 99%

See 1 more Smart Citation

Outcome expectancy as a process indicator in comprehensive worksite stress management interventions.

Fridrich¹,

Jenny²,

Bauer³

2016

International Journal of Stress Management

View full text Add to dashboard Cite

This study investigates the relationship between outcome expectancy for an individual stress management course and the total perceived impact of a comprehensive stress management intervention (SMI). It is based on data from three different measurement points from a longitudinal SMI in Switzerland. Individual and organizational outcome expectancies for stress management courses were captured with two newly developed items (SMI outcome expectancy) immediately after course completion. Perceived individual and organizational impacts of the overall intervention captured with two items of a retrospective impact assessment scale (perceived SMI impact) at the two-year follow-up survey were used as the outcome measurement. Baseline individual and organizational change commitments (as rated by participants) were included in the analyses as possible moderators. Regression analyses show that individual and organizational outcome expectancies in respect of stress management courses can to some extent predict the perceived impact of the intervention as a whole. At the individual level, an intervention will be perceived as most successful when participants already have a high individual change commitment and develop high outcome expectancies during stress management courses.Keywords: stress management intervention, process evaluation, change process, outcome expectancy, change commitment OUTCOME EXPECTANCY IN COMPREHENSIVE SMI 2 2 Outcome expectancy as a process indicator in comprehensive worksite stress management interventions In recent years, various studies have shown that work-related stress is associated with physical and social health problems for employees and with negative economic consequences for organizations (cf. Bond, Flaxman, & Loivette, 2006;van der Hek & Plomp, 1997). This insight has prompted an increase in worksite stress management interventions (SMIs) addressing psychosocial job-stress factors and coping strategies, and in studies assessing the impact of such interventions. Initially, most SMIs were conducted at the individual level (Giga, Noblet, Faragher, & Cooper, 2003)-that is, focusing on changing the individual's perception of stress and teaching participants how to cope with stress, which should ideally lead to experiencing reduced stress. At the organizational level, however, SMIs that aim at promoting organizational change processes-such as reducing organizational stressors or enhancing resources-and comprehensive SMIs involving a combined focus on both the individual and the organization are gaining increased attention (LaMontagne, Keegel, Louie, Ostry, & Landsbergis, 2007).Diverse meta-analyses (e.g., Richardson & Rothstein, 2008;van der Klink, Blonk, Schene, & van Dijk, 2001) and reviews (e.g., Bambra, Egan, Egan, 2013;Egan et al., 2007;Giga et al., 2003;LaMontagne et al., 2007;Murphy, 1996) have sought a) to investigate whether worksite SMIs are effective in general and b) to identify the most promising types of worksite SMIs. These reviews and metaanalyses report generally positive...

show abstract

Section: Discussionmentioning

confidence: 94%

mentioning

confidence: 99%

Outcome expectancy as a process indicator in comprehensive worksite stress management interventions.

Fridrich¹,

Jenny²,

Bauer³

2016

International Journal of Stress Management

View full text Add to dashboard Cite

show abstract

“…COR is a prominent stress and motivational theory, linking resource investments to well-being and WLB (Halbesleben et al , 2014; ten Brummelhuis and Bakker, 2012). Second, we study gender differences in the use of individual WLB crafting strategies (Eddleston and Powell, 2012; Jurik et al , 2019) following the suggestions of Micheal-Tsabari et al (2020) to have a closer look at gender relations when studying a sample with traditional gender roles (Busch et al , 2010). Third, we study dyadic WLB crafting strategies considering the often dyadic or small group characteristic of work and family goals (Hirschi et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

At the heart of family businesses: how copreneurs craft work-life balance

Dreyer

Busch

2021

JFBM

Self Cite

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to understand how experienced copreneurs of small family business (SFB), as the smallest unit and heart of their family business (FB), may create work-life balance (WLB). Copreneurs evince highly intertwined life-domains and often struggle to respite while managing their high business demands.Design/methodology/approachIn this couple interview study with 18 experienced copreneurial couples of SFBs (N = 36), we investigated strategies copreneurs use to create their WLB by merging a resource perspective (Hobfoll, 1989) with the concept of WLB crafting (Sturges, 2012).FindingsA key strategy in copreneurial couples was the structural establishment of microdomains, such as periods of personal resource recreation within a macrodomain (e.g. work) via individual physical and cognitive WLB crafting. Copreneurs used relational WLB crafting with a strong emphasis on seeking support and mainly to protect their microdomains by relying on their spouses as boundary keepers. Women more often expressed the importance of health and time for respite, as cognitive WLB crafting, and they were more active in creating (joint) recovery opportunities. Dyadic WLB crafting strategies were used when goal congruency for work or private activities was high.Originality/valueThis research applies WLB crafting research to the smallest unit of SFBs, namely copreneurs. The study provides in-depth insights into the strategies copreneurs of SFB use to create a satisfying WLB.

show abstract

“…This has been affirmed by other intervention researchers too (e.g., Flay et al, 2005;Nielsen et al, 2007;Randall, 2013) and process appraisalswith respect to the entire intervention and single intervention elements -have soon been captured in organizational health intervention research (e.g., Nielsen et al, 2007;Aust et al, 2010). Appraisal scales are commonly rated by the participants of the intervention, and they are labeled as 'appraisals of interventions' (Randall et al, 2009), 'satisfaction with treatment' (e.g., Brouwer et al, 2011;Joosen et al, 2011), 'session evaluation' (Busch et al, 2010), or 'participants' attitudes toward interventions' (Murta et al, 2007). Taking a look at the concrete implementation process measures concerning particular intervention elements, one is confronted with a variety of mostly project-specific approaches.…”

Section: Introductionmentioning

confidence: 99%

“…Taking a look at the concrete implementation process measures concerning particular intervention elements, one is confronted with a variety of mostly project-specific approaches. While some studies used quantitative instruments (e.g., Nielsen et al, 2007;Strijk et al, 2011;Lien and Saksvik, 2016;Dollard and Zadow, 2018), others used qualitative instruments (e.g., Konradt, 2000;Busch et al, 2010), and still others combined quantitative and qualitative evaluations (e.g., Veach et al, 2003;Augustsson et al, 2014;Abildgaard et al, 2016). A multi-method approach to process evaluation is generally recommended to capture the implementation of both single elements and the overall architecture.…”

Section: Introductionmentioning

confidence: 99%

Development of a Generic Workshop Appraisal Scale (WASC) for Organizational Health Interventions and Evaluation

2020

View full text Add to dashboard Cite

This study presents the development of a generic workshop appraisal scale (WASC) for the evaluation of organizational health interventions. Based on the session evaluation questionnaire (SEQ) by Stiles (1980), we developed a short, generic 10-item scale with pairs of adjectives, covering five facets: comprehensibility, relevance, novelty, activation, and valence. Our study is based on N = 499 employees from four organizations who participated in 41 workshops and filled out an evaluation questionnaire onsite. The questionnaire contained the newly developed WASC, as well as items capturing satisfaction with the developed output and outcome expectancies. Results from confirmative factor analysis confirmed the hypothesized five-factor structure of the WASC. The factor structure was found to be nearly invariant across the four organizations, a result that needs to be replicated in larger samples. Analysis of intra-class correlations indicated that 25% of the variance in workshop appraisal can be explained at workshop level. Hereby, perceived relevance and novelty exhibited lower amounts of shared variance, indicating that corresponding workshop appraisals are influenced more by individual factors and less by group dynamics. Furthermore, results from mediation analysis revealed that participants' workshop appraisals were significantly related to their outcome expectancies, and that this relationship was mediated by output satisfaction. Again, the facets showed differential effects: Relevance and comprehensibility seem to contribute most to the total effect on outcome expectancy, followed by activation, whereas valence and especially novelty play a minor role. Taken together, participants' workshop appraisals-together with output satisfaction and outcome expectancy-may be helpful for monitoring the implementation process and allow for corrective action if necessary.

show abstract

The Neglected Employees

Cited by 9 publications

References 42 publications

Outcome expectancy as a process indicator in comprehensive worksite stress management interventions.

Outcome expectancy as a process indicator in comprehensive worksite stress management interventions.

At the heart of family businesses: how copreneurs craft work-life balance

Development of a Generic Workshop Appraisal Scale (WASC) for Organizational Health Interventions and Evaluation

Contact Info

Product

Resources

About