Organizational interventions for stress and well-being – an overview

2012 ◽  
pp. 27-44
Keyword(s):  
Well Being ◽  
Organizational Interventions

scholarly journals The Relational Fit in Organizational Interventions—What Can Organizational Research Learn from Research in Psychotherapy?

2021 ◽  
Vol 18 (15) ◽  
pp. 8104
Author(s):  
Malene Friis Andersen ◽  
Karina Nielsen ◽  
Jeppe Zielinski Nguyen Ajslev
Keyword(s):  
Well Being ◽  
Positive Outcomes ◽  
Organizational Research ◽  
Organizational Interventions ◽  
Therapist Factors ◽  
Positive Results ◽  
The Way

There is a growing interest in organizational interventions (OI) aiming to increase employees’ well-being. An OI involves changes in the way work is designed, organized, and managed. Studies have shown that an OI’s positive results are increased if there is a good fit between context and intervention and between participant and intervention. In this article, we propose that a third fit—the Relational Fit (R-Fit)—also plays an important role in determining an intervention’s outcome. The R-Fit consists of factors related to 1) the employees participating in the OI, 2) the intervention facilitator, and 3) the quality of the relation between participants and the intervention facilitator. The concept of the R-Fit is inspired by research in psychotherapy documenting that participant factors, therapist factors, and the quality of the relations explain 40% of the effect of an intervention. We call attention to the importance of systematically evaluating and improving the R-Fit in OIs. This is important to enhance the positive outcomes in OIs and thereby increase both the well-being and productivity of employees. We introduce concrete measures that can be used to study and evaluate the R-Fit. This article is the first to combine knowledge from research in psychotherapy with research on OIs.

scholarly journals Employees' and line managers' active involvement in participatory organizational interventions: Examining direct, reversed, and reciprocal effects on well-being

2018 ◽  
Vol 35 (1) ◽  
pp. 69-80 ◽  
Author(s):  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Karina Nielsen ◽  
Henna Hasson
Keyword(s):  
Well Being ◽  
Reciprocal Effects ◽  
Line Managers ◽  
Active Involvement ◽  
Organizational Interventions

Cancer Surgeons’ Distress and Well-being, II: Modifiable Factors and the Potential for Organizational Interventions

2011 ◽  
Vol 18 (5) ◽  
pp. 1236-1242 ◽  
Author(s):  
Rebecca S. Guest ◽  
Ray Baser ◽  
Yuelin Li ◽  
Peter T. Scardino ◽  
Arthur E. Brown ◽  
...  
Keyword(s):  
Well Being ◽  
Organizational Interventions ◽  
Modifiable Factors

scholarly journals Using kaizen to improve employee well-being: Results from two organizational intervention studies

2016 ◽  
Vol 70 (8) ◽  
pp. 966-993 ◽  
Author(s):  
Ulrica von Thiele Schwarz ◽  
Karina M Nielsen ◽  
Terese Stenfors-Hayes ◽  
Henna Hasson
Keyword(s):  
Job Satisfaction ◽  
Structural Equation Modeling ◽  
Structural Equation ◽  
Intervention Studies ◽  
Intervention Group ◽  
Well Being ◽  
Realist Evaluation ◽  
Equation Modeling ◽  
Organizational Interventions ◽  
Participatory Intervention

Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions.

Impostor phenomenon: considerations for leadership practice

2020 ◽  
Vol 23 (2) ◽  
pp. 173-187
Author(s):  
Megan S. Downing ◽  
Nana Arthur-Mensah ◽  
Jeffrey Zimmerman
Keyword(s):  
Leadership Development ◽  
Conceptual Model ◽  
Relevant Literature ◽  
Well Being ◽  
Impostor Phenomenon ◽  
Negative Effects ◽  
Leadership Practice ◽  
Content Type ◽  
Organizational Interventions ◽  
Organizational Value

PurposeThe impostor phenomenon (IP) is a psychological cycle experienced by individuals who, despite successes, are plagued by self-doubt and a concern of being identified as fraudulent. IP research is typically focused on the psychological well-being of those who experience IP, examining antecedents and outcomes of IP. Research on organizational impact is limited with few studies examining IP’s influence on leadership practices. The purpose of this paper is to discuss IP and explore the value of mitigating IP’s negative effects with a view to developing a conceptual model that illustrates IP in context with leaders.Design/methodology/approachUsing a scoping literature review methodology, this paper draws on identity theory to explore and discuss the relevance of IP to organizations and leadership practice.FindingsFollowing a review of relevant literature, the authors propose a conceptual model that illustrates IP’s impact on organizational leaders’ capacity to practice leadership due to conflicting identity standards and diminished self-efficacy. Implications for organizational leadership development as well as leadership practice, theory, and research are discussed.Research limitations/implicationsThis paper is a theoretical analysis, not an empirical study, however, it presents a conceptual model that provides perspective on IP and its relevance to leadership as well as the organizational value of and suggestions for mitigating IP.Originality/valueA greater understanding of IP and IP’s potential consequences on leadership in the workplace may contribute to organizational interventions that mitigate IP's impact on leaders and the organizations they serve.

Helping women intrapreneurial leaders flourish: appreciating emotional labor

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Reena Biju ◽  
Atul Arun Pathak
Keyword(s):  
Women Leaders ◽  
Support Groups ◽  
Emotional Exhaustion ◽  
Emotional Labor ◽  
Well Being ◽  
Future Research ◽  
It Industry ◽  
Content Type ◽  
Organizational Interventions ◽  
Wide Range

Purpose Faced with dynamic and challenging environments, organizations today expect all their leaders, including their women leaders, to be highly intrapreneurial. However, intrapreneurship is traditionally perceived to be a masculine activity. In order to appear intrapreneurial, women leaders consciously behave like men and suppress their feminine characteristics. This results in “emotional labor” that causes undue stress, emotional exhaustion, and burnout. Organizations can help intrapreneurial women leaders succeed by a combination of gender-related sensitization, focused training, setting up sharing and communication platforms, encouraging self-support groups and providing formal and informal mentorship to their women employees. Design/methodology/approach We carried out qualitative research which involved 31 in depth semi-structured in-person interviews (including 11 repeat interviews) with 20 women leaders from seven large organizations from the Indian IT industry. The interviewees had 15 years of average work experience, were in the 35-50 years age group, and held senior management functional or project management responsibilities. The interviews were typically 60 minutes each. The researcher took detailed notes, and subsequently, manually carried out multiple levels and multiple rounds of coding (initially open-coding followed by focused coding) to identify and abstract the themes and categories. Findings Our study identified that women leaders who are expected to behave as intrapreneurs, face “emotional labor” which results in stress, emotional exhaustion and burnout. To help women leaders succeed, a well-defined set of organizational interventions including gender sensitization, training, sharing & communication platforms, self-support groups, and formal and informal mentoring are useful. Research limitations/implications To increase the generalizability of our study beyond the Indian cultural context and beyond the IT industry, future researchers may carry out both qualitative and larger sample quantitative studies in other countries, and draw upon data from multiple industries. The issues arising out of emotional labor of women intrapreneurial leaders are likely to be present in a wide range of industries and cultural contexts. However, there may be nuanced contextual differences that need further exploration. Future research can build on our findings and explore moderators, contingencies, and boundary conditions that affect the suitability of organizational interventions that we have suggested. Practical implications Emotional well-being of women intrapreneurial leaders would help them take innovative organizational initiatives, and make the organization strategically agile. To help women leaders be intrapreneurial, organizations need many interventions and need to provide the required supporting infrastructure. Social implications Ways to resolve gender-related issues in workplaces are suggested. Originality/value Our study is valuable as it simultaneously considers two strategic organizational objectives of intrapreneurship and gender diversity of leadership teams. The paper provides useful prescriptions for organizations to help women intrapreneurial leaders succeed. This will help organizations that are facing dynamic external environments become innovative and strategically agile.

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