Why interventions fail: A systematic review of occupational health psychology interventions.

Burgess, Matt; Brough, Paula; Biggs, Amanda; Hawkes, Amy Jane

doi:10.1037/str0000144

Cited by 38 publications

(35 citation statements)

References 50 publications

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“…Despite the simplicity and popularity of the model, the CHM has yet to be fully explored from an intervention perspective. In a recent systematic review of occupational health psychology interventions, none of the coded studies cited CHM as a basis for the intervention being evaluated (Burgess et al, 2019). Interventions based off of the CHM framework could adopt several approaches.…”

Section: Recommendations For Interventionsmentioning

confidence: 99%

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

et al. 2020

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Since its introduction approximately 20 years ago, the Challenge-Hindrance Stress Model (CHM) has been widely accepted both among academic and practitioner audiences. The model posits that workplace stressors can be grouped into two categories. Hindrance stressors will interfere with performance or goals, while challenge stressors contribute to performance opportunities. These two categories of stressors are theorized to exhibit differential relationships with strain, with hindrance stressors being more consistently linked to psychological, physical, or behavioral strain compared to challenge stressors. Despite the popularity of this model, recent evidence suggests that the proposed differential relationship hypothesis has not consistently held true for all types of strain. Thus, a reexamination or modification of this paradigm is clearly warranted. In the present review, we describe existing evidence surrounding the CHM and describe the rationale for a shifting paradigm. We outline recent advances in research using the CHM, such as novel moderators and mediators, the need to explicitly measure challenge and hindrance appraisal and differentiate between hindrance and threat appraisal, the dynamic nature of these appraisals over time, and the recognition that a single stressor could be appraised simultaneously as both a challenge and a hindrance. Finally, we provide recommendations and future research directions for scholars examining stress and stress management through a CHM lens, including recommendations related to study design, the measurement of stressors, the integration of CHM with other models of stress, and interventions for stress management.

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Section: Recommendations For Interventionsmentioning

confidence: 99%

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

et al. 2020

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“…Studies that alluded to theories within the introduction and/or discussion sections but that did not directly inform the hypotheses and/or the training were coded as "partially theory-based." Articles that did not refer to any theory were coded as "non-theoretical" (Burgess et al 2020).…”

Section: Discussionmentioning

confidence: 99%

Psychological Adjustment and Post-Arrival Cross-Cultural Training for Better Expatriation

Gai

Brough

Gardiner

2021

Handbook on Management and Employment Practices

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Globalization has produced increasingly multicultural workplaces, resulting in a proliferation of cross-cultural difficulties for expatriate employees and their work organizations. Expatriate workers often experience high levels of stress, and because of this, the rate of mental ill-health among expatriates is increasing. The review argues that examining psychological adjustment can advance our understanding of the role of mental health in expatriate success. Thus, this review first examines the prevalence and significance of measuring the psychological adjustment dimension among multinational corporation (MNC) expatriate workers in the cross-cultural literature. Second, this review examines the role of cross-cultural training (pre-departure and post-arrival) and its effectiveness on expatriation success. This review analyzed 22 empirical studies published between 1994 and 2020 that examined either or both: (1) cross-cultural adjustment, emphasizing the psychological adjustment component, and (2) crosscultural training, emphasizing the effectiveness and impact of pre-departure and post-arrival cross-cultural training on long-term expatriation success among MNC expatriate workers. This review was conducted with a specific goal of increasing our understanding of the role of psychological adjustment and how appropriate cross-cultural training may increase expatriate success.

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“…In addition to the methodological challenges described above, the need for statistical analyses enabling effect-size analysis and more detailed between-groups and within-group variation to be explored over time, such as multilevel analysis and latent growth curve-modelling, has also been stressed for better evaluating what works for whom, and for how long (Burgess et al 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Methodological approach for measuring the effects of organisational-level interventions on employee withdrawal behaviour

Åkerström

Severin

Imberg

et al. 2021

Int Arch Occup Environ Health

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Background Theoretical frameworks have recommended organisational-level interventions to decrease employee withdrawal behaviours such as sickness absence and employee turnover. However, evaluation of such interventions has produced inconclusive results. The aim of this study was to investigate if mixed-effects models in combination with time series analysis, process evaluation, and reference group comparisons could be used for evaluating the effects of an organisational-level intervention on employee withdrawal behaviour. Methods Monthly data on employee withdrawal behaviours (sickness absence, employee turnover, employment rate, and unpaid leave) were collected for 58 consecutive months (before and after the intervention) for intervention and reference groups. In total, eight intervention groups with a total of 1600 employees participated in the intervention. Process evaluation data were collected by process facilitators from the intervention team. Overall intervention effects were assessed using mixed-effects models with an AR (1) covariance structure for the repeated measurements and time as fixed effect. Intervention effects for each intervention group were assessed using time series analysis. Finally, results were compared descriptively with data from process evaluation and reference groups to disentangle the organisational-level intervention effects from other simultaneous effects. Results All measures of employee withdrawal behaviour indicated statistically significant time trends and seasonal variability. Applying these methods to an organisational-level intervention resulted in an overall decrease in employee withdrawal behaviour. Meanwhile, the intervention effects varied greatly between intervention groups, highlighting the need to perform analyses at multiple levels to obtain a full understanding. Results also indicated that possible delayed intervention effects must be considered and that data from process evaluation and reference group comparisons were vital for disentangling the intervention effects from other simultaneous effects. Conclusions When analysing the effects of an intervention, time trends, seasonal variability, and other changes in the work environment must be considered. The use of mixed-effects models in combination with time series analysis, process evaluation, and reference groups is a promising way to improve the evaluation of organisational-level interventions that can easily be adopted by others.

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Why interventions fail: A systematic review of occupational health psychology interventions.

Cited by 38 publications

References 50 publications

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

A Review of the Challenge-Hindrance Stress Model: Recent Advances, Expanded Paradigms, and Recommendations for Future Research

Psychological Adjustment and Post-Arrival Cross-Cultural Training for Better Expatriation

Methodological approach for measuring the effects of organisational-level interventions on employee withdrawal behaviour

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