An appraisal of key factors in the implementation of occupational stress interventions

By Kjell NytrØ, P. O. Saksvik, Aslaug Mikkelsen, P. Bohle, M. Quinlan. 2000

209 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/022bc85944a9c9c8b9e9d975a8f77b49a1677cee

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “A number of papers have listed concepts that may be examined in PE (Egan et al., 2009; Lipsey & Cordray, 2000; Murta et al., 2007; Nytrø et al., 2000).”
Success or failure? Interpreting and understanding the impact of interventions in four similar worksites (2006, background): “Nytrø et al. (2000) have previously warned that it is not always easy to tell the content of an intervention or to identify the nature of the implementation process.”
The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, methodology): “In addition to the research reviewed in the Introduction, other papers examined were Cooper, Dewe, and O’Driscoll (2001), Guastello (1993), Lipsey (1996), Nytrø et al. (2000), Pettigrew (1990), Semmer (2003), Shannon et al. (1999), and Vedung (2006).”
Participants' accounts of a stress management intervention (2007, background): “…occur when participants appraise an intervention and its impact); and the contextual factors present in the environment in which the intervention is implemented (Griffiths, 1999; Kompier & Kristensen, 2000; Kompier et al., 2000a; Mikkelsen et al., 2000; Nielsen et al., 2006; Nytro et al., 2000).”
Stressors, Self‐Efficacy, Coping Resources, and Burnout among Secondary School Teachers in Spain (2006, background): ““When occupational stress interventions are introduced, precautions should be taken to ensure that they can become integrated into the organization” (Nytro et al., 2000, p. 215).”
Developing criteria for healthy organizational change (2007, methodology): “We define the process according to Nytrø et al. (2000), p. 214): ‘‘Individual, collective or management perceptions or actions in implementing any intervention and their influence on the overall result of the intervention.’’”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Intervention processes have been defined as ‘individual, collective and management perceptions and actions in implementing any intervention and their influence on the overall result of the intervention’ (Nytrø et al., 2000: 214).”
Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, background): “…(Nielsen et al., 2007), communication about the rationale behind a programme and its progress (Mattila, Elo, Kuosma, and Kylä-Setälä, 2006; Nytrø et al., 2000), communication to ensure participants’ understanding of any new roles and responsibilities resulting from the programme (Øyum,…”
Evaluating organizational-level work stress interventions: Beyond traditional methods (2007, background): “…the decision-making process, the resources available to support change, and the quality of social relations and trust within the organization (Cox, Karanika, Mellor, Lomas, Houdmont, & Griffiths, 2007; Nielsen et al., 2007; Nytrø, Saksvik, & Torvatn, 1998; Nytrø et al., 2000; Taris et al., 2003).”