Evaluating organizational stress-management interventions using adapted study designs

By R. Randall, A. Griffiths, T. Cox. 2005

123 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/341ae8350e3a5fe3b6b4b144f8ce29d6bf09ad8e

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In Developmental and Educational Psychology

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational communication: A buffer in times of job insecurity? (2014, background): “…to examine the actual ‘organizational penetration’ (Cox et al., 2000) and employee evaluation of organizational communication, because employees as message receivers might differ in the extent to which they are exposed to and digest such information (for an example, see Randall et al., 2005).”
Participants' appraisals of process issues and the effects of stress management interventions (2007, background): “These processes appear to reside in (i) the context or setting of the intervention (Bond & Bunce, 2001; Netterstrom, 1999; Parker & Williams, 2001; Swanson & Power, 2001); (ii) the implementation of the intervention (Parkes & Sparkes, 1998; Randall, Griffiths, & Cox, 2005 ); (iii) participant appra”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Randall et al. (2005) found that line managers did not communicate a change in responsibility to staff because they felt the intervention would have a detrimental impact on their own working conditions.”
The future of organizational interventions: Addressing the challenges of today's organizations (2010, background): “Some interventions have failed to show expected outcomes because employees were resistant to the intervention and its activities (Randall et al, 2005 ); therefore attention needs to be paid to the mental models and job crafting strategies of employees.”
Success or failure? Interpreting and understanding the impact of interventions in four similar worksites (2006, background): “An intervention can be implemented in a number of different ways, even within the same organization, against the backdrop of a variety of different contexts (Griffiths, Randall, Santos, & Cox, 2003; Randall, 2002; Randall et al., 2005).”
Evaluating organizational-level work stress interventions: Beyond traditional methods (2007, background): “Furthermore, an understanding of the processes involved may help explain the results of outcome evaluation or even allow designs to be adapted to better reveal outcomes (Randall, Griffiths, & Cox, 2005 ).”
Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, background): “Indeed, several examples of studies using mixed methods to evaluate the implementation process and effects of complex interventions can be found in occupational health psychology and stress prevention (Biron et al., 2010; Nielsen et al., 2006; Nielsen et al., 2007; Nielsen, Taris, & Cox, 2010; Randa”
The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, background): “Second, by including these measures in evaluation research, it would be possible to test whether variations in intervention outcomes were linked to variability in employees’ perceptions of intervention processes (i.e. employees’ reported experiences of the intervention; see Randall et al., 2005).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “To test the effects of actual exposure, Randall et al. (2005) divided intervention participants into two groups: those who had been exposed to the intervention and those who had not.”
Participants' accounts of a stress management intervention (2007, methodology): “address the significant gaps in the research produced by the dominant quasiexperimental paradigm by helping to identify: i) why interventions can have unpredictable and inconsistent outcomes in terms of employee well-being and satisfaction and organizational outcomes, and ii) what could be done to m”
Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, background): “Randall et al. (2005) found that employees who had not been informed of a change in the responsibility of middle managers experienced significantly poorer well-being than those informed about the change.”