| 1. |
- Lundmark, Robert, et al.
(författare)
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Leading for change : line managers' influence on the outcomes of an occupational health intervention
- 2017
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Ingår i: Work & Stress. - : Taylor & Francis. - 0267-8373 .- 1464-5335. ; 31:3, s. 276-296
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Tidskriftsartikel (refereegranskat)abstract
- Line managers may play a central role in the success of occupational health interventions. However, few studies have focussed on the relationship between line managers' behaviours and the outcomes of occupational health interventions. We examined the influence of both line managers' attitudes and actions towards an intervention as well as their transformational leadership on the expected outcomes of the intervention (i.e. employee self-rated health and work ability). The intervention consisted of the implementation and use of a web-based system for occupational health management. A sample of 180 employees provided data for the analysis. Self-rated health and work ability were measured at the baseline (Time 1) and follow-up (Time 3), while employee ratings of line managers' attitudes and actions, and transformational leadership were measured during the intervention process (Time 2). The results revealed that line managers' attitudes and actions positively predicted changes in both self-rated health and work ability. The influence of transformational leadership was indirect and mediated through line managers' attitudes and actions towards the intervention. Based on the results, we suggest using process measures that include aspects of both line managers' attitudes and actions as well as their transformational leadership in future process evaluation.
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| 2. |
- Nielsen, Karina, et al.
(författare)
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What about me? The impact of employee change agents’ person-role fit on their job satisfaction during organisational change
- 2021
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Ingår i: Work & Stress. - : Informa UK Limited. - 0267-8373 .- 1464-5335. ; 35:1, s. 57-73
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Tidskriftsartikel (refereegranskat)abstract
- Organisational changes do not always achieve their intended outcomes and have been found to have negative consequences on employee wellbeing. It has been argued that this is because change processes need to support employees adopting the change. In the present study, we study an organisational change aimed to improve employee capacity to provide eHealth services. To support the change, employees were appointed change agents and trained in running seminars to facilitate the change. Using Person-Job fit as our theoretical framework, we proposed that change agents who perceived they possess the necessary competencies to deal with the change agent role (Person-Role fit) would feel more efficacious in this role and be more satisfied with their jobs post-change. We suggested that role-specific self-efficacy mediated the relationship between person-role fit and job satisfaction and that the most dissatisfied pre-change would perceive the greatest improvements in job satisfaction. Using a paired t-test, repeated measures analyses and mixed methods mediation testing, we found that change agents (N = 110) reported increased job satisfaction post-change. Change agents who were dissatisfied with their jobs pre-change, but perceived a good fit to the change agent role, reported the greatest improvements in job satisfaction. No significant results were found for self-efficacy.
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| 3. |
- Nielsen, Karina, et al.
(författare)
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Workplace resources to improve both employee well-being and performance : A systematic review and meta-analysis
- 2017
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Ingår i: Work & Stress. - : Informa UK Limited. - 0267-8373 .- 1464-5335. ; 31:2, s. 101-120
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Forskningsöversikt (refereegranskat)abstract
- Organisations are becoming increasingly aware of the importance of employees in gaining and maintaining competitive advantage. The happy worker-productive worker thesis suggests that workers who experience high levels of well-being also perform well and vice versa; however, organisations need to know how to ensure such happy and productive workers. The present review and meta-analysis identifies workplace resources at the individual, the group, the leader, and the organisational levels that are related to both employee well-being and organisational performance. We examine which types of resources are most important in predicting both employee well-being and performance. We identified 84 quantitative studies published in print and online from 2003 to November 2015. Resources at either of the four levels were related to both employee well-being and performance. We found no significant differences in employee well-being and organisational performance between the four levels of workplace resources, suggesting that interventions may focus on any of these levels. Cross-sectional studies showed stronger relationships with well-being and performance than longitudinal studies. Studies using objective performance ratings provided weaker relationships between resources and performance than self-rated and leader/third-party-rated studies.
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| 4. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Leading well is a matter of resources : Leader vigour and peer support augments the relationship between transformational leadership and burnout
- 2019
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Ingår i: Work & Stress. - : TAYLOR & FRANCIS LTD. - 0267-8373 .- 1464-5335. ; 33:2, s. 156-172
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Tidskriftsartikel (refereegranskat)abstract
- Although studies suggest that transformational leaders play an important role in employee health and well-being, the relationship between transformational leadership and employee burnout remains unclear. One reason may be that moderators may play an important role. Building on conservation of resources theory, we examined if leaders' perceptions of internal and external resources in terms of vigour and peer support augmented the relationship between transformational leadership and employee burnout in a sample of municipality workers and their leaders in Sweden (N = 217). Multilevel analyses over two time points revealed that both vigour and peer support enhance this relationship, such that when leaders experience high levels of vigour or peer support, the negative relationship between transformational leadership behaviours and employee burnout was strengthened. Our findings suggest that both personal and contextual resources may help leaders to better engage in transformational leadership, which is important in order to protect employees from burning out.
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| 5. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(författare)
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Complexity embraced : a new perspective on the evaluation of organisational interventions
- 2024
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Ingår i: Work & Stress. - : TAYLOR & FRANCIS LTD. - 0267-8373 .- 1464-5335.
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Tidskriftsartikel (refereegranskat)abstract
- Organisational interventions are recommended to address the root causes of ill-health in organisations. Yet, the evidence for their effectiveness is inconclusive, likely because such interventions are complex, and their effectiveness depends on how and in which contexts the interventions are implemented. This makes organisational interventions challenging to evaluate. While multiple factors affecting implementation and intervention outcomes have been uncovered, it remains unclear which of them are necessary and which are sufficient to produce desired outcomes. To move forward, we argue that the field would benefit from using a theory of causation that better reflects that factors can combine in various ways, that there may be multiple paths to the same outcome, and that a factor can be necessary for bringing about an outcome and thus always leads to it, or sufficient, implying that multiple factors can independently lead to the same outcome. We believe that the use of evaluation designs that align with this type of causation, such as the configurational comparative methods in general and coincidence analysis in particular, will be a significant turning point for the field. The proposed paradigm will improve the precision of current frameworks and models for the evaluation and implementation of organisational interventions.
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