A process evaluation of individual and organizational occupational stress and health interventions

By P. O. Saksvik, K. Nytrø, C. Dahl-Jørgensen, Aslaug Mikkelsen. 2002

167 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ebddf6352d9285808cc8a7b3a5b7f15e70649c8d

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational interventions: A research-based framework for the evaluation of both process and effects (2013, background): “Both senior managers’ allocation of resources to run the process (Lindquist & Cooper, 1999; Saksvik et al., 2002) and their attitudes (Dahl-Jørgensen & Saksvik, 2005) have been found to influence intervention outcomes.”
Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “…et al., 2010; Biron et al., 2010; Dahl-Jørgensen and Saksvik, 2005; Nielsen et al., 2006, 2007, 2010a, 2012b; Mikkelsen and Saksvik, 1998, 1999; Saksvik et al., 2002), rather than identifying how process evaluation can function as formative evaluation (Schriven, 1967) helping organizations…”
Participants' accounts of a stress management intervention (2007, background): “It may be, for example, that the inconsistency in findings across outcome-focused evaluation studies occurs because the implementation of these interventions involves changing complex social systems that are difficult to control (Saksvik et al., 2002; Semmer, 2006).”
Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “Organizational culture may also play a role: Saksvik et al. (2002) found that a bureaucratic organizational structure or being part of a larger, international organization hindered the development of inter -vention activities.”
Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, methodology): “* Based on the risk management approach by Cox et al. (2001), and on process and context evaluation studies and models by Biron et al. 2009, Goldenhar et al. 2001, Nielsen and Randall 2012, Saksvik et al. 2002, Saksvik et al. 2007.”
Developing criteria for healthy organizational change (2007, background): “The lack of success of organizational change projects and the subsequent threat to occupational health may be due to an underestimation of the significance of the organizational change process (Nytro, Saksvik, Mikkelsen, Bohle, & Quinlan, 2000 ; Saksvik, Nytro, Dahl-Jorgensen, & Mikkelsen, 2002 ”
Participants' appraisals of process issues and the effects of stress management interventions (2007, unknown): “Recent research has identified several aspects of the intervention process that may influence intervention outcomes (Mikkelsen, Saksvik, & Landsbergis, 2000; Nielsen, Fredslund, & Christensen, 2004; Nytro, Saksvik, Mikkelsen, Bohle, & Quinlan, 2000; Saksvik, Nytro, Dahl-Jorgensen, & Mikkelsen, 2002”
The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, methodology): “However, several qualitative process evaluation studies of stress management interventions have discussed the importance of organizational and individual capability and motivation to change (Nytrø et al., 2000; Saksvik et al., 2002).”
Success or failure? Interpreting and understanding the impact of interventions in four similar worksites (2006, background): “However, in a recently published process evaluation of an intervention project a range of issues were identified which helped to understand the somewhat disappointing results of the project and thus offered the opportunity for learning from failure (Saksvik et al., 2002).”