This book brings together a number of experts in the field of organizational interventions for stress and well-being, and discusses the importance of process and context issues to the success or failure of such interventions. The book explores how context and process can be incorporated into program evaluation, providing examples of how this can be done, and offers insights that aim to improve working life.
Although there is a substantial body of research supporting a causal relationship between working conditions and employee stress and well-being, information on how to develop effective strategies to reduce or eliminate psychosocial risks in the workplace is much more scarce, ambiguous and inconclusive. Indeed, researchers in this field have so far attempted to evaluate the effectiveness of organizational interventions to improve workers’ health and well-being, but little attention has been paid to the strategies and processes likely to enhance or undermine interventions. The focus of this volume will help to overcome this qualitative-quantitative divide.
This book discusses conceptual developments, practical applications, and methodological issues in the field. As such it is suitable for students, practitioners and researchers in the fields of organizational psychology and clinical psychology, as well as human resources management, health & safety, medicine, occupational health, risk management and public health.
Table of Contents:
N. K.Semmer, Foreword C. Biron, M. Karinika-Murray, C. L. Cooper, Organizational Interventions for Stress and Well-Being Part 1. Challenges and Methodological Issues in Organizational-Level Interventions A.D. La Montagne, A.J. Noblet, P.A. Landsbergis, Intervention Development and Implementation: Understanding and Addressing Barriers to Organisational-Level Interventions N. Mellor, M. Karanika-Murray, E. Waite, Taking a Multi-Faceted, Multi-Level, and Integrated Perspective for Addressing Psychosocial Issues at the Workplace L. E. Tetrick, J. C. Quick, P. L. Gilmore, Research in Organizational Interventions to Improve Well-Being: Perspectives on Organizational Change and Development M. F. Dollard, Psychosocial Safety Climate: A Lead Indicator of Workplace Psychological Health and Engagement and a Precursor to Intervention Success S. D. Tvedt, P. O. Saksvik, Perspectives on the Intervention Process as a Special Case of Organizational Change R. Randall, K. M. Nielsen, Does the Intervention Fit? An Explanatory Model of Intervention Success and Failure in Complex Organizational Environments G. Baril-Gingras, M. Bellemare, C. Brisson, How can Qualitative Studies Help Explain the Role of Context and Process of Interventions on Occupational Safety and Health and on Mental Health at Work? C. Biron, What Works for Whom in Which Context?: Researching Organizational Interventions on Stress and Well-Being Using Realistic Evaluation Principles Part 2. Addressing Process and Context in Practice R. Bourbonnais, N. Jauvin, J. Dussault, M. Vézina, Evaluation of an Intervention to Prevent Mental Health Problems Among Correctional Officers R. Lewis, J. Yarker, E. Donaldson-Feilder, The Vital Role of Line Managers in Managing Psychosocial Risks V. Brunsden, R. Hill, K. Maguire, The Impact of Process Issues on Stress Interventions in the Emergency Services, J. Klein Hesselinck, N. Wiezer, H. Den Besten, E. De Kleijn, The Development of Smart and Practical Small Group Interventions for work Stress Part 3. Policy Implications C. Mackay, D. Palferman, H. Saul, S. Webster, C. Packham, Implementation of the Management standars for Work-Related Stress in Great Britain, K. Daniels, M. Karanika-Murray, N. Mellor, M. van Veldhoven, Moving Policy and Practice Forward: Beyond Prescriptions for Job Characteristics A. Weyman, Evidence-Based Practice – Its Contributions to Learning in Managing Workplace Health Risks Part 4. Conclusions M. Karanika-Murray, C. Biron, C.L. Cooper, Concluding Comments: Distilling the Principles of Successful Organizational Intervention Implementation.
