Abstract
The implementation and evaluation of organizational-level occupational health (OL-OH) interventions are vulnerable to organizational changes. This chapter discusses derailments in OL-OH interventions caused by such organizational changes. Examples are presented from a study evaluating a participative OL-OH intervention aimed at improving well-being of knowledge workers. A lesson learned is not to use minimal case designs – instead, plan for expected derailments that may occur due to organizational changes. Another lesson learnt is that cooperation agreements between the research project and high-level management should obligate the organization to participate in pre-and post-assessments activities even if the interventions are not actually implemented. The final lesson is that the intervention design should anticipate organizational changes and incorporate process evaluation activities that render data from derailed interventions scientifically potent.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Biron, C., Gatrell, C., & Cooper, C. L. (2010). Autopsy of a failure: Evaluating process and contextual issues in an organizational-level work stress intervention. International Journal of Stress Management, 17(2), 135–158. doi:10.1037/a0018772.
Biron, C., & Karanika-Murray, M. (2013). Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. International Journal of Stress Management, 21(1), 85–111. doi:10.1037/a0033227.
Briner, R. B., & Reynolds, S. (1999). The costs, benefits, and limitations of organizational level stress interventions. Journal of Organizational Behavior, 20(5), 647–664. doi:10.2307/3100434.
Cooper, C. L., & Cartwright, S. (1994). Healthy mind; healthy organization – A proactive approach to occupational stress. Human Relations, 47(4), 455.
Israel, B. A., Bakker, A. B., Goldenhar, L. M., Heaney, C. A., & Schurman, S. J. (1996). Occupational stress, safety, and health: Conceptual framework and principles for effective prevention interventions. Journal of Occupational Health Psychology, 1(3), 261–286.
Kompier, M. A. J., Geurts, S. A. E., Grundemann, R. W. M., Vink, P., & Smulders, P. G. W. (1998). Cases in stress prevention: The success of a participative and stepwise approach. Stress Medicine, 14(3), 155–168.
Nielsen, K., Randall, R., & Albertsen, K. (2007). Participants’ appraisals of process issues and the effects of stress management interventions. Journal of Organizational Behavior, 28(6), 793–810.
Nielsen, K., & Abildgaard, J. S. (2013). Organizational interventions: A research-based framework for the evaluation of both process and effects. Work & Stress, 27(3), 278–297.
Nytrø, K., Saksvik, P. Ø., Mikkelsen, A., Bohle, P., & Quinlan, M. (2000). An appraisal of key factors in the implementation of occupational stress interventions. Work & Stress, 14(3), 213–225.
Olsen, O., Albertsen, K., Nielsen, M. L., Poulsen, K. B., Gron, S. M., & Brunnberg, H. L. (2008). Workplace restructurings in intervention studies–a challenge for design, analysis and interpretation. BMC Medical Research Methodology, 8(1), 39.
Pawson, R., Greenhalgh, T., Harvey, G., & Walshe, K. (2005). Realist review – A new method of systematic review designed for complex policy interventions. Journal of Health Services Research & Policy, 10(1), 21–34. doi:10.1258/1355819054308530.
Randall, R., Griffiths, A., & Cox, T. (2005). Evaluating organizational stress-management interventions using adapted study designs. European Journal of Work and Organizational Psychology, 14(1), 23–41.
Randall, R., & Nielsen, K. (2012). Does the intervention fit? An explanatory model of intervention success and failure in complex organizational environments. In C. Biron, M. Karanika-Murray, & C. L. Cooper (Eds.). Improving organizational interventions for stress and well-being, 120–134. London: Psychology Press.
Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of Occupational Health Psychology, 13(1), 69–93. doi:10.1037/1076-8998.13.1.69.
Ruotsalainen, J. H., Verbeek, J. H., Salmi, J. A., Jauhiainen, M., Laamanen, I., Pasternack, I., & Husman, K. (2006). Evidence on the effectiveness of occupational health interventions. American Journal of Industrial Medicine, 49(10), 865–872. doi:10.1002/aijm.20371.
Semmer, N. K. (2006). Job stress interventions and the organization of work. Scandinavian Journal of Work, Environment & Health, 32(6), 515–527.
Sørensen, O. H., & Holman, D. (2014). A participative intervention to improve employee well-being in knowledge work jobs: A mixed-methods evaluation study. Work & Stress, 28(1), 67–86.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer Science+Business Media Dordrecht
About this chapter
Cite this chapter
Sørensen, O.H. (2015). Organizational Changes Torpedoing the Intervention. In: Karanika-Murray, M., Biron, C. (eds) Derailed Organizational Interventions for Stress and Well-Being. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-9867-9_8
Download citation
DOI: https://doi.org/10.1007/978-94-017-9867-9_8
Publisher Name: Springer, Dordrecht
Print ISBN: 978-94-017-9866-2
Online ISBN: 978-94-017-9867-9
eBook Packages: Behavioral ScienceBehavioral Science and Psychology (R0)