ABSTRACT

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.

chapter 1|18 pages

Organizational interventions for stress and well-being – an overview

ByCAROLINE BIRON, MARIA KARANIKA-MURRAY,

part |2 pages

Part 1 Challenges and methodological issues in organizational-level interventions

chapter 3|20 pages

Taking a multi-faceted, multi-level, and integrated perspective for addressing psychosocial issues at the workplace

ByNADINE MELLOR, MARIA KARANIKA-MURRAY, AND ELEANOR WAITE

chapter 4|18 pages

Research in organizational interventions to improve well-being: Perspectives on organizational change and development

ByLOIS E. TETRICK, JAMES CAMPBELL QUICK, AND PHILLIP L. GILMORE

chapter 6|18 pages

Perspectives on the intervention process as a special case of organizational change

BySTURLE D. TVEDT AND PER ØYSTEN SAKSVIK

part |2 pages

Part 2 Addressing process and context in practice

chapter 10|29 pages

Evaluation of an intervention to prevent mental health problems among correctional offi cers

ByRENÉE BOURBONNAIS, NATHALIE JAUVIN, JULIE

chapter 11|22 pages

The vital role of line managers in managing psychosocial risks

ByRACHEL LEWIS, JOANNA YARKER, AND EMMA DONALDSON-FEILDER

chapter 12|20 pages

The impact of process issues on stress interventions in the emergency services

ByVIV BRUNSDEN, ROWENA HILL, KEVIN MAGUIRE

chapter 13|25 pages

The development of smart and practical small group interventions for work stress

ByJOHN KLEIN HESSELINK, NOORTJE WIEZER,

part |2 pages

Part 3 Policy implications

chapter 14|28 pages

Implementation of the Management Standards for work-related stress in Great Britain

ByCOLIN MACKAY, DAVID PALFERMAN, HANNAH SAUL

chapter 15|20 pages

Moving policy and practice forward: Beyond prescriptions for job characteristics

ByKEVIN DANIELS, MARIA KARANIKA-MURRAY,

part |2 pages

Part 4 Conclusions

chapter 17|9 pages

Concluding comments: Distilling the elements of successful organizational intervention implementation

ByMARIA KARANIKA-MURRAY, CAROLINE BIRON, AND CARY L. COOPER