Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention

By C. Biron, Caroline Gatrell, Cary L. Cooper. 2010

107 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8fe2582fa7d3b44888f8e20e2772cdc2e7acc2c0

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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, methodology): “A study on the implementation of a Stress Risk Assessment tool revealed that middle managers (who were responsible for using the tool) failed to use the tool after they attended a training course because they felt there was no need for risk assessment since their perception was that stress was not a”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, methodology): “Biron et al. (2010) found that line managers in good mental and physical health had better resources in terms of better communication and better relationships at work, and these were the ones who used the tools provided.”
Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, methodology): “For example, Biron et al. (2010) report that following a risk assessment at the team level changes in team composition were too frequent to allow for interventions to be implemented.”
Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, background): “For example, Biron, Gatrell, and Cooper (2010) found that managers did not use a stress management assessment tool because they believed it to be unnecessary, and Nielsen et al. (2007) found that individuals’ positive appraisals of the quality of an intervention’s activities (during the…”