Participants' accounts of a stress management intervention

By R. Randall, T. Cox, A. Griffiths. 2007

87 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d30521b9960c9e0dd67ef84c0b2e4031ef087cd4

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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): “Factors at both the intraorganizational (e.g., introducing conflicting initiatives; Nielsen et al., 2006; Randall et al., 2007) and national level (e.”
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).”
The Working for Wellness Program: RCT of an Employee Well-Being Intervention (2012, background): “Whilst highly regarded, it is seldom undertaken in intervention research (Randall et al. 2007; Steckler and Linnan 2002).”
‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, methodology): “By now, template analysis is widely used as a technique to analyse textual data in organizational behaviour and management studies (e.g. Cassell, 2005; Palmer et al., 2004; Poppelton et al., 2008; Randall et al., 2007).”
Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, background): “The roles and behaviours of middle managers are often overlooked in organizational intervention evaluation (Nielsen & Randall, 2009; Randall et al., 2007).”
Evaluating organizational-level work stress interventions: Beyond traditional methods (2007, background): “There is, for example, a growing body of evidence to suggest that the management of the implementation of any intervention is an important key to its success (Cox et al, 2007 ; Kompier, Cooper, & Geurts, 2000 ; Mikkelsen, Saksvik, & Landsbergis, 2000 ; Nytro et al, 2000 ; Parker & Wall, 1998 ; ”