A Systematic Review of the Job-stress Intervention Evaluation Literature, 1990–2005

By A. Lamontagne, Tessa Keegel, Amber M. Louie, A. Ostry, P. Landsbergis. International journal of occupational and environmental health, 2007

700 citations recorded by the source corpus.

Subfields: General Health Professions, Pharmacology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d650471f81fa6908218296bb9fc3d7eaf56cd926

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In General Health Professions

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Citations in the corpus

Burnout prevention: a review of intervention programs. (2010, background): “People who take part in stress intervention programs usually experience less stress symptoms than those who do not [17].”
Workplace happiness, well-being and their relationship with psychological capital: A study of Hungarian Teachers (2019, background): “Organizational programmes designed to reduce negative workplace outcomes like burnout or stress are often risk-based, problem-focused and negatively framed approaches to mental health (Page and VellaBrodrick 2012; LaMontagne et al. 2007).”
The future of organizational interventions: Addressing the challenges of today's organizations (2010, background): “One possible explanation for this may be that individuals who receive training may become better equipped to handle the demands of organizational-level interventions (LaMontagne et al., 2007).”
How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “Scholars regularly call for such considerations when evaluating the effectiveness of interventions (e.g. Briner and Walshe, 2015; Lamontagne et al., 2007; Nielsen and Randall, 2013; Pawson, 2013; Snape et al., 2016).”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Organizational interventions can be defined as planned, behavioural, theory-based actions that aim to improve employee health and well-being through changing the way work is designed, organized and managed (e.g. Giga et al., 2003; LaMontagne et al., 2007; Richardson and Rothstein, 2008).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “Organizational-level occupational health interventions are proactive in that they are focused on reducing or eliminating the sources of job stress (Hurrell & Murphy, 1996; LaMontagne et al., 2007).”