Organizational work stress interventions in a theoretical, methodological and practical context.

By Michiel A. J. Kompier, T. Kristensen. 2000

180 citations recorded by the source corpus.

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Citations in the corpus

Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “First, not all employees in a work-place experience the same problems; employees are exposed to intervention activities to varying degrees; and the incentive to participate varies across work groups and organizational levels (Kompier and Kristensen, 2001).”
When do job demands particularly predict burnout?: The moderating role of job resources (2007, background): “However, the latter proposition should be considered with caution since there is a lack of evaluation studies of interventions that promote the reinforcement of job resources levels (Kompier and Kristensen, 2001).”
I shouldn't have to do this: Illegitimate tasks as a stressor in relation to organizational control and resource deficits (2013, background): “Lately, researchers have become more interested in exploring whether the stressors in the psychosocial work environment are rooted in upstream conditions such as the organization of work (Cox, Karanika, Griffiths, & Houdmont, 2007; Härenstam, 2008; Kompier & Kristensen, 2001).”
‘Management Standards’ and work-related stress in the UK: policy background and science (2004, background): “In terms of organizational outcomes, positive effects of organizational interventions on sickness absence have been found by Kompier and Kristensen (2000), Kvarnstrom (1992), and Terra (1995).”
Psychosocial safety climate as a precursor to conducive work environments, psychological health problems, and employee engagement (2010, methodology): “Items were induced by reviewing the literature to derive evidence-based principles underlying successful stress prevention interventions (European Agency for Safety and Health at Work [EASHW], 2002; Jordan et al., 2003; Kompier & Cooper, 1999; Kompier & Kristensen, 2001).”
The future of organizational interventions: Addressing the challenges of today's organizations (2010, background): “We therefore encourage researchers to focus on non-traditional factors for instance, leadership (Kelloway & Barling, 2010) and work-family issues (Brough & O’Driscoll 2010) that can be linked to employee health and well-being and that could potentially be more effective (Kompier & Kristensen, 2001).”
Evaluating organizational-level work stress interventions: Beyond traditional methods (2007, result): “A not dissimilar point has been made on several occasions by Kristensen and his colleagues (Kompier & Kristensen, 2001; Stole & Kristensen, 1996) and by Semmer (2003) in relation to small-scale studies in the real world.”
Occupational stress, organisational commitment, and ill-health of educators in the North West province (2006, background): “According to Kompier and Kristensen (2001), primary interventions may, in the first place, be directed at either the work situation or the coping capacity of the employee.”
Success or failure? Interpreting and understanding the impact of interventions in four similar worksites (2006, methodology): “A similar strategy has previously been promoted by Kompier and Kristensen (2001) and Skov and Kristensen (1996).”
Workhours and worklife balance (2008, background): “Intervention research is not easy to conduct in a methodological sensible manner (84).”
Psychosocial safety climate (PSC) and enacted PSC for workplace bullying and psychological health problem reduction (2017, background): “The PSC construct has four main aspects (Dollard & Bakker, 2010; Hall, Dollard, & Coward, 2010) that connect to best practice principles in the stress prevention, intervention, and safety climate literatures (Cheyne, Cox, Oliver, & Tomás, 1998; Dollard & Kang, 2007; Kompier & Kristensen, 2001).”
Occupational Stress of Academic Staff in South African Higher Education Institutions (2008, background): “With the accumulated evidence that occupational stress leads to adverse health outcomes, occupational stress research has reached the stage of intervention (Kompier & Kristensen, 2001).”
Participants' accounts of a stress management intervention (2007, methodology): “These settings rarely allow strong quantitative research designs to be implemented and maintained, but are suitable for qualitative methods (Colarelli, 1998; Cook & Shadish, 1994; Elliot et al., 1999; Kompier & Kristensen, 2000; Randall et al., 2005; Semmer, 2003; Yin & Kaftarian, 1997).”
Evaluating organizational stress-management interventions using adapted study designs (2005, methodology): “…of organizations tends to make it difficult (or even impracticable) to establish, and then adequately control, the delivery of interventions to achieve even the simplest of quasiexperimental study designs (Griffiths, 1999; Kompier & Kristensen, 2000; Mikkelsen, Saksvik, & Landsbergis, 2000).”