Participants' appraisals of process issues and the effects of stress management interventions

By K. Nielsen, R. Randall, K. Albertsen. 2007

151 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3d43b0e3f58644ae8c0267fd0f4be9d327ca2dfa

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

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).”
Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, background): “…processes, and contextual issues can be taken into consideration in intervention design and implementation (Biron et al., 2012a; Biron, Karanika-Murray, & Cooper, 2012b; Karanika-Murray, under review; Nielsen et al., 2006; Nielsen & Randall, 2012a; Nielsen et al., 2007; Tvedt et al., 2009).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, methodology): “Using Structural Equation Modelling, Nielsen et al. (2007) combined ‘‘objective’’ process data (information received about the intervention programme, and participation in intervention activities) and ‘‘appraisal’’ process data (quality of intervention activities) and linked these to intervention ou”
The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, methodology): “To date, most process evaluation studies have used qualitative methods (e.g. Randall et al., 2007; Saksvik et al., 2002) or single-item quantitative measures (Nielsen et al., 2007).”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Nielsen and Randall (2012b) measured participation through the extent to which employees reported having been involved in the planning and implementation of a teamwork intervention, and Nielsen et al. (2007) measured the extent to which employees had had influence on the content of the intervention.”
Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention (2010, background): “For example, instead of looking at the effects of interventions on specific outcomes, realistic evaluation aims to uncover the mechanisms by which the outcomes are supposed to be produced (Pawson & Tilley, 1997). Pawson (2002) argues that “it is not “programs” that work: rather it is the underlying ”
Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, methodology): “It has been shown that the amount of communication about a programme (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…”