| 1. |
- Abildgaard, Johan Simonsen, et al.
(författare)
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Special issue editorial : new perspectives on workplace interventions
- 2023
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Ingår i: Scandinavian Journal of Work and Organizational Psychology. - : Stockholm University Press. - 2002-2867. ; 8:1
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- The aim of the current special issue is to promote and foster development, debate, and knowledge of workplace Interventions. It is fitting that SJWOP, being a Scandinavian journal, has taken on the task of foregrounding intervention research. Scandinavian work and organizational psychologists have since the late 1990’s been at the forefront of the development of research into organizational interventions, for example by promoting a focus on not only effect, but also on process evaluation. This tradition has been kept alive by new generations of Scandinavian researcher who share the ideals of increasing our knowledge about the working mechanisms of interventions. But organizational interventions have proven to be much broader than just participatory interventions, and the current special issue contains a range of intervention approaches and methodological approaches. The papers in the special issue each present different areas and approaches in advancing our knowledge about interventions. We are pleased to publish both conceptual papers on evaluation and new forms of intervention as well as evaluations of interventions expanding our methodological toolbox.
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| 2. |
- Lundmark, Robert, et al.
(författare)
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A joint training of healthcare line managers and health and safety representatives in facilitating occupational health interventions: a feasibility study protocol for the Co-pilot project
- 2024
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Ingår i: Frontiers in Psychology. - : Frontiers Media S.A.. - 1664-1078. ; 15
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Tidskriftsartikel (refereegranskat)abstract
- Healthcare employees are experiencing poor wellbeing at an increasing rate. The healthcare workforce is exposed to challenging tasks and a high work pace, a situation that worsened during and after the COVID-19 pandemic. In turn, exposure to these high demands contributes to poor health, increased turnover, reduced job satisfaction, reduced efficacy, and reduced patient satisfaction and safety. Therefore, it is imperative that we identify measures to mitigate this crisis. One piece of this puzzle is how to implement sustainable tools and processes to improve the work environment of healthcare organizations. In this paper, we present the study protocol for the outlining and piloting of a joint training for pairs of healthcare line managers and their associated health and safety representatives in a Swedish healthcare organization. The objective of the training is to aid and advance the implementation of interventions to improve the work environment at the unit level. Following recommendations in the literature, the training is based on a stepwise approach that considers the specific context and focuses on the involvement of employees in creating interventions based on their needs. A central component of the training is the development of the pairs’ collaboration in prioritizing, developing, implementing, and evaluating the interventions. The training is based on an on-the-job train-the-trainer approach in which participants are progressively trained during four workshops in the steps of a participatory intervention process. Between these workshops, the pairs follow the same progressive steps together with their employees to develop and implement interventions at their unit. The pilot will involve four pairs (i.e., eight participants) representing different parts and functions of the organization and will be conducted over a period of three months. We will use a mixed method design to evaluate preconditions, the process, and proximal transfer and implementation outcome factors of the training. The overall aim of the pilot is to appraise its feasibility and be able to adjust the training before a potential scale-up.
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| 3. |
- Roczniewska, Marta, et al.
(författare)
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Simple roads to failure, complex paths to success : an evaluation of conditions explaining perceived fit of an organizational occupational health intervention
- 2024
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Ingår i: Applied Psychology. - : John Wiley & Sons. - 0269-994X .- 1464-0597. ; 73:3, s. 1103-1130
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Tidskriftsartikel (refereegranskat)abstract
- Organizational occupational health interventions (OOHIs) that are perceived by employees as relevant for their workplace are more likely to be implemented successfully, yet little is known about the conditions that produce such perceptions. This study identifies the conditions that create a perception among employees that an intervention fits their organization as well as the conditions that result in low levels of perceived fit. We used two-wave data from 40 Danish preschools that underwent a quasi-experimental OOHI. Perceived fit was assessed through employee ratings at follow-up, while survey responses from implementation team members at five time points were used to assess four context and 14 process factors. The results of a coincidence analysis showed that high levels of perceived fit were achieved through two paths. Each path consisted of a lack of co-occurring changes together with either very high levels of managerial support (path_1) or a combination of implementation team role clarity, staff involvement, and team learning (path_2). In contrast, low levels of perceived fit were brought about by single factors: limited leader support, low degree of role clarity, or concurrent organizational changes. The findings reveal the complexity involved in implementing OOHIs and offer insights into reasons they may fail.
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| 4. |
- Simonsen Abildgaard, Johan, et al.
(författare)
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Can job insecurity be managed? Evaluating an organizational-level intervention addressing the negative effects of restructuring
- 2018
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Ingår i: Work & Stress. - : Informa UK Limited. - 0267-8373 .- 1464-5335. ; 32:2, s. 105-123
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Tidskriftsartikel (refereegranskat)abstract
- Although downsizing and reorganisation are recognised as serious threats to the psychological well-being of employees, intervention strategies for addressing these events are limited. This study evaluated the effects of a participatory organisational-level intervention in which employees and managers chose to address the psychosocial consequences, specifically job insecurity, of restructuring. The intervention was conducted among postal service letter carriers in Denmark and was evaluated based on quantitative and qualitative data. Using interviews (N = 24) and observations, the programme theory of the intervention and to what extent the intervention had been implemented were assessed. Using survey data (N = 238), repeated measures ANOVAs were conducted to test for differences in the development of job insecurity between the intervention group and a comparison group. The results indicate that the intervention group had a significantly smaller increase in one dimension of job insecurity as compared to the comparison group. Therefore, we conclude that employees’ experiencing of job insecurity, which typically follows in the wake of restructuring, can be addressed by planned efforts at the workplace level.
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| 5. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(författare)
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How to design, implement and evaluate organizational interventions for maximum impact : the Sigtuna Principles
- 2021
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Ingår i: European Journal of Work and Organizational Psychology. - Abingdon : Routledge. - 1359-432X .- 1464-0643. ; 30:3, s. 415-427
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Tidskriftsartikel (refereegranskat)abstract
- Research on organizational interventions needs to meet the objectives of both researchers and participating organizations. This duality means that real-world impact has to be considered throughout the research process, simultaneously addressing both scientific rigour and practical relevance. This discussion paper aims to offer a set of principles, grounded in knowledge from various disciplines that can guide researchers in designing, implementing, and evaluating organizational interventions. Inspired by Mode 2 knowledge production, the principles were developed through a transdisciplinary, participatory and iterative process where practitioners and academics were invited to develop, refine and validate the principles. The process resulted in 10 principles: 1) Ensure active engagement and participation among key stakeholders; 2) Understand the situation (starting points and objectives); 3) Align the intervention with existing organizational objectives; 4) Explicate the program logic; 5) Prioritize intervention activities based on effort-gain balance; 6) Work with existing practices, processes, and mindsets; 7) Iteratively observe, reflect, and adapt; 8) Develop organizational learning capabilities; 9) Evaluate the interaction between intervention, process, and context; and 10) Transfer knowledge beyond the specific organization. The principles suggest how the design, implementation, and evaluation of organizational interventions can be researched in a way that maximizes both practical and scientific impact. © 2020 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
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