ABSTRACT
Organizational interventions to prevent stress and violence at work are complex and include multiple activities that simultaneously influence many psychosocial constraints. Although a number of studies have shown that such organizational interventions on psychosocial constraints can effectively improve mental health in the workplace and prevent violence, very few have attempted to explore the factors that may facilitate or hinder their implementation. Moreover, managers play a key role in implementing preventive interventions in the workplace. The general objective of this study was to identify the conditions that facilitate or limit managers’ adoption of practices to reduce their employees’ exposure to psychosocial constraints at work. Although the project was conducted with the perspective of improving health and well-being, the interventions were focused on psychosocial constraints which are known to affect determinants of both violence and stress at work. Managers have a strong influence over employee’s exposure to excessive job demands, low job control and support, and effort-reward imbalance. However, little is known about what influences managers’ ability to properly manage these psychosocial constraints. This study identifies factors that facilitate or hinder managers’ adoption of practices to deal with psychosocial constraints during organizational interventions.
