Abstract
While organizational level interventions are generally recommended and the interest in conducting such interventions is increasing, few descriptions of how researchers may develop and implement such interventions exist. In this book chapter we present the PIOP (Participatory Interventions from an Organizational Perspective) approach. It is an intervention framework that aims to improve employee well-being through changes in the way work is designed, organized and managed. Building on the job demands-resources model, and cognitive appraisal, conservation of resources, job crafting, and fit theories, an approach has been developed that focuses on building employees’ resources through participatory processes. In this chapter, we describe the five phases in the PIOP approach and describe how participation is ensured in each phase. The five phases comprise: Initiation, screening, action planning, implementation and evaluation.
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Notes
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Our reason for calculating odds ratios on departmental and not team data is because team size in our case was far too small to enable this type of analysis.
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Kaizen boards are a tool used in LEAN management to track progress of problem solving and improvement efforts. Reported issues are written on labels and placed on the board in a circular track of fields labeled “plan” (how to solve the problem), “do” (implement the plan), “check” (if the plan have the intended effect), “act” (upon the result). This Kaizen method (plan, do, check, and act) is thus a means of visualizing and tracking problem solving efforts in the workplace.
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Nielsen, K., Stage, M., Abildgaard, J.S., Brauer, C.V. (2013). Participatory Intervention from an Organizational Perspective: Employees as Active Agents in Creating a Healthy Work Environment. In: Bauer, G., Jenny, G. (eds) Salutogenic organizations and change. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-6470-5_18
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