Healthy Change Processes—A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop

Lien, Mathilde; Saksvik, Per Øystein

doi:10.1002/smi.2698

Cited by 9 publications

(6 citation statements)

References 24 publications

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“…Therefore, longitudinal follow-up and action research may be necessary to more comprehensively understand the mechanisms behind these intervention changes. This is in line with the results of a parallel project (Lien and Saksvik, 2016). Conducting and documenting action research initiatives are important in order to understand how and why an intervention succeeds or derails.…”

Section: Discussionsupporting

confidence: 91%

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

Saksvik

Faergestad

Fossum

et al. 2018

IJWHM

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Purpose The purpose of this paper is to examine whether a successful implementation of an intervention could result in an effect evaluated independently from a process evaluation. It was achieved by evaluating the effects of an intervention, the “employeeship program,” designed to strengthen the psychosocial work environment through raising employees’ awareness and competence in interpersonal relationships and increasing their responsibility for their everyday work and working environment. Design/methodology/approach An employeeship intervention program was developed to improve the psychosocial work environment through reducing conflict among employees and strengthening the social community, empowering leadership, and increasing trust in management. An earlier process evaluation of the program found that it had been implemented successfully. The present effect evaluation supplemented this by examining its effect on the psychosocial work environment using two waves of the organization’s internal survey and comparing changes in the intervention unit at two points and against the rest of the organization. Findings The intervention was effective in improving the psychosocial work environment through reducing conflicts among employees and strengthening the social community, empowering leadership, and increasing trust in management. Research limitations/implications More attention should be paid to developing and increasing positive psychosocial experiences while simultaneously reducing negative psychosocial experiences, as this employeeship intervention demonstrated. Practical implications An intervention focusing on employeeship is an effective way to achieve a healthier psychosocial work environment with demonstrable benefits for individuals and the working unit. Originality/value Although organizational-level interventions are complex processes, evaluations that focus on process and effect can offer insights into the workings of successful interventions.

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Section: Discussionsupporting

confidence: 91%

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

Saksvik

Faergestad

Fossum

et al. 2018

IJWHM

Self Cite

View full text Add to dashboard Cite

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“…This restructuring had a substantial impact on the employees including more reports of sleep problems [35,36,34]. Several studies also support the fact that stress during merger in the university sector negatively affects employees in the form of reduced health [37,38]. Based on more pressure on effectiveness and digitalization initiatives during the merger, this has also led to a burden on the employees that resulted in qualitative and quantitative job insecurity [39,40,34].…”

Section: Contextual Analysesmentioning

confidence: 99%

A Six-Year Effect Evaluation of an Occupational Health Intervention – Considering Contextual Challenges

Saksvik¹,

Christensen²,

Innstrand³

et al. 2021

AJAP

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Interventions to improve organizations are common in both practice and research, but relatively little evaluation research has focused on the long-term effects of an intervention. This study opens a unique window into the longevity of an intervention's outcomes and the factors that can help to sustain these. In this paper we report a long-term effect evaluation of a comprehensive intervention that focused on developing employeeship and that took place over six years in a University unit (the Intervention Unit, IU). A former evaluation showed that the intervention had been successful in achieving its outcomes in the first three years until 2015. In 2016, a major organizational merger was conducted. This provided a natural opportunity to evaluate the long-term sustainability of the intervention in terms of its effects on the psychosocial work environment. The present long-term effect evaluation is a multi-method study with contextual data from multiple sources and stakeholders. The final survey was administered one year after the merger. In addition to the survey, organizational records were examined and interviews with stakeholders were carried out to examine the contextual issues affecting the intervention. To evaluate the intervention, we used ARK, which is a systematic and validated tool. ANOVA analyses of the intervention-and control groups showed that the positive results were compromised in the follow-up survey (a further three years later). The contextual evaluation with ANCOVA pointed to main changes connected to the organizational merger and especially for the IU.

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“…Collecting data along the way in the implementation process can provide more nuanced knowledge about what works, why it works, how, and for whom (Ellis & Krauss 2015). To summarize, an Action Science Perspective enables the intervention process to be more dynamic and adjusted to the local context (Lien & Saksvik 2016).…”

Section: The Work Groupmentioning

confidence: 99%

Investigating Managerial Qualities to Support Sustainable Intervention Effects in the Long Term

Saksvik

Christensen

Fossum

et al. 2020

NJWLS

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It is crucial to understand how interventions can be designed and implemented in order to support successful and sustainable effects in the long term. Intervention management can be important in this regard, but we have limited knowledge on the managerial strategies that can help to sustain the effects of an intervention over time. In this paper, we present a qualitative study of an intervention that had a duration of five years. We carried out 11 in-depth interviews on the role and qualities of the manager in the intervention process and effects. Results from the intervention unit showed that an engaged line manager was essential for promoting employee motivation and involvement in the longer term, which was achieved through building empowerment and trust, establishing a work group, and use of some support by external consultants. In conclusion, this intervention indicated that building good intervention management is important for sustainable intervention effects.

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Healthy Change Processes—A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop

Cited by 9 publications

References 24 publications

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

An effect evaluation of the psychosocial work environment of a university unit after a successfully implemented employeeship program

A Six-Year Effect Evaluation of an Occupational Health Intervention – Considering Contextual Challenges

Investigating Managerial Qualities to Support Sustainable Intervention Effects in the Long Term

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