Effect of a participative action intervention program on reducing mental retirement

Huijs, J.J.J.M.; Houtman, I.L.D.; Taris, Toon W.; Blonk, Roland W. B.

doi:10.1186/s12889-019-6522-x

Cited by 7 publications

(5 citation statements)

References 40 publications

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“…By using the employee’s knowledge (tailoring), this participatory approach leads to an optimization of the fit between the intervention and the organizational context. It also fosters a sense of ownership among employees and creates a positive, collaborative climate between supervisors and employees [ 24 , 37 , 38 ]. Once low-educated employees have been consulted, heard, and truly involved, starting a dialogue and finding solutions together are crucial to improve the effectiveness of interventions [ 20 , 39 , 40 ].…”

Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop ‘Healthy HR’ aimed at improving sustainable employability of low-educated employees

et al. 2021

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Background The perspectives of low-educated employees are often neglected when designing sustainable employability (SE) interventions. As a result, the interventions offered by the employer do often not align with the needs of low-educated employees. This particular group should therefore be actively involved in the process of developing and implementing SE interventions in their work organizations. The current paper describes the development process of a web-based intervention for HR managers and direct supervisors aimed at improving the SE of low-educated employees. This intervention is specifically designed to involve low-educated employees. Methods The first four steps of the Intervention Mapping (IM) approach were used to systematically develop the intervention with the active involvement of stakeholders. Step 1 comprised a needs assessment including a literature review, empirical evidence, scoping search and several focus group interviews with employees and with representatives of employers. Step 2 formulated the intervention objective. During step 3, suitable theoretical methods were selected and translated to practical applications. Step 4 involved the development of a web-based intervention by integrating all information from the preceding steps. Results The needs assessment indicated that the employees’ active involvement and employees-employer genuine dialogue should be essential characteristics of an SE intervention for low-educated employees. The online toolkit ‘Healthy HR’ (HHR) was developed, which contains eight steps. Each step consists of one or more tasks helping the employer and employees with developing and implementing SE interventions themselves. One or more dialogue-based tools support each task. The leading principle providing structure within HHR was Adapted Intervention Mapping. Conclusion Principles of IM appeared to be useful to develop the intervention HHR systematically. This development process resulted in a practical online toolkit that supports employers in the development and implementation of local SE interventions tailored to the needs of low-educated employees. These employees should be actively involved in the process through a dialogue-based approach. By using IM principles, HHR is expected to increase the effectiveness in bettering the health and well-being of low-educated employees.

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Section: Resultsmentioning

confidence: 99%

Using intervention mapping to develop ‘Healthy HR’ aimed at improving sustainable employability of low-educated employees

et al. 2021

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“…The most obvious strength of this study was that we used stress-related biological measures, i.e., blood inflammatory markers and autonomic nervous activity simultaneously, to confirm the effects of the program. Given that most past studies examined the impact of workplace improvement intervention programs only by self-reported measures 13 , 14 , 16 , 53 , 54 , 55 , 56 , 57 ) , it remained to be resolved whether intervention programs could exert beneficial effects on biological markers. In this way, we could prevent reporting bias as well as increase the validity of the results.…”

Section: Discussionmentioning

confidence: 99%

Effects of participatory workplace improvement program on stress-related biomarkers and self-reported stress among university hospital nurses: a preliminary study

et al. 2021

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Although participatory workplace improvement programs are known to provide favorable effects on high stress occupations like nursing, no studies have confirmed its effect using biomarkers. The aim of this study was to determine whether a participatory workplace improvement program would decrease stress-related symptoms as evaluated by biomarkers and self-reported stress among hospital nurses. Three actions to alleviate job stress, which were determined through focus group interviews and voting, were undertaken for two months. A total of 31 female Japanese nurses underwent measurement of inflammatory markers, autonomic nervous activity (ANA), and perceived job stress (PJS) at three-time points; before the program (T1), within a week after the completion of the program (T2), and three months after the program (T3). A series of inflammatory markers (Interferon-γ, Interleukin (IL)-6, and IL-12/23p40) decreased significantly at T2, and IL-12/23p40 and IL-15 significantly decreased at T3 compared to T1, while ANA and PJS remained unchanged. Our participatory program exerted beneficial effects in reducing inflammatory responses, but not for ANA and PJS. Further investigations with a better study design, i.e., a randomized controlled trial, and a larger sample size are warranted to determine what exerted beneficial effects on inflammatory markers and why other outcomes remained unchanged.

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“…In addition, communication and employee involvement results in overall support and active participation of employees in the intervention activities (Nielsen et al, 2010. Finally, involvement in the project can also have a direct positive impact on employees, including increased job control, social support, role clarity, perceptions of meaningful work and affective well-being (feeling happy and energetic) and feeling less disconnected from work and the organization Randall, 2009, 2012;Huijs et al, 2019;Schneider et al, 2019).…”

Section: What Is Known About Stress Management Interventionsmentioning

confidence: 99%

Reducing Psychosocial Risk Factors and Improving Employee Well-Being in Emergency Departments: A Realist Evaluation

Wijn

Doef

2022

Front. Psychol.

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This study reports the findings of a 2.5 year intervention project to reduce psychosocial risks and increase employee well-being in 15 emergency departments in the Netherlands. The project uses the psychosocial risk management approach “PRIMA” which includes cycles of risk assessment, designing and implementing changes, evaluating changes and adapting the approach if necessary. In addition, principles of participative action research were used to empower the departments in designing and implementing their own actions during the project. Next to determining overall effects, the study aims to assess potential moderators including the level of intervening (organization-directed or multilevel), process variables (the number and fit of actions to risk factors, communication and employee participation) and partaking in a Psychosocial Safety Climate intervention offered during the second half of the project. The results of linear mixed-model analyses showed that all job factors improved with the exception of autonomy, which did increase halfway the project but not when considering the entire timeframe. In addition, work engagement decreased and symptoms of burnout remained stable. Emergency departments that implemented more fitting actions, communicated better and involved their employees more in the process, had more favorable changes in job factors and more stable well-being. More activity (based on the number of actions implemented) and a multilevel approach regarding stress management did not lead to greater improvements. The Psychosocial Safety Climate intervention was effective in improving Psychosocial Safety Climate, but a longer follow-up period seems required to evaluate its effect on job factors and well-being. Overall, the project resulted in positive changes in most job factors, and its findings emphasize the importance of process variables in stress management interventions. Longer follow-up and higher quality multilevel interventions (including professional support for employees with stress-related complaints) seem essential to also improve well-being.

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Effect of a participative action intervention program on reducing mental retirement

Cited by 7 publications

References 40 publications

Using intervention mapping to develop ‘Healthy HR’ aimed at improving sustainable employability of low-educated employees

Using intervention mapping to develop ‘Healthy HR’ aimed at improving sustainable employability of low-educated employees

Effects of participatory workplace improvement program on stress-related biomarkers and self-reported stress among university hospital nurses: a preliminary study

Reducing Psychosocial Risk Factors and Improving Employee Well-Being in Emergency Departments: A Realist Evaluation

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