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Can a managerial intervention focusing on job demands, job resources, and personal resources improve the work situation of employees?
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.ORCID iD: 0000-0002-8213-1391
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology. Eindhoven University of Technology, Netherlands.
Stockholm University, Faculty of Social Sciences, Department of Psychology, Work and organizational psychology.ORCID iD: 0000-0003-3664-1814
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2018 (English)In: Nordic Psychology, ISSN 1901-2276, E-ISSN 1904-0016, Vol. 70, no 3, p. 179-197Article in journal (Refereed) Published
Abstract [en]

Knowledge regarding the effects on employees of occupational intervention programs targeting psychosocial factors at work, including job demands, job resources, and personal resources, is limited and existing studies show mixed findings. This study aimed to investigate potential effects on employees’ job demands (i.e., workload, unnecessary tasks, unreasonable tasks), job resources (i.e., feedback, control, goal clarity), and personal resources (i.e., signaling and limit-setting strategies) of an intervention targeting managers’ ways of improving the psychosocial work environment among their staff (SWEActManager). Questionnaire data from employees (n = 40) of a Swedish municipality, whose managers (n = 4) participated in the program, and referents (n = 58 employees), were collected before and after the program. The program included four three-hour workshops delivered during a six-week period. Results from 2(group) × 2(time) ANOVAs showed that all three demands increased over time, while job control decreased. There were no significant group effects. One interaction effect only was significant: Unnecessary tasks increased more among referents than in the intervention group. The few significant short-term effects probably relate to challenges in designing and implementing organizational interventions targeting managers, and evaluating their effects among subordinates. This study adds to the limited research regarding the effects of organizational psychosocial interventions, including managers for their subordinates’ demands and resources in a changing working life.

Place, publisher, year, edition, pages
2018. Vol. 70, no 3, p. 179-197
Keywords [en]
organizational intervention, psychosocial factors, job demands, job resources, personal resources
National Category
Psychology
Research subject
Psychology
Identifiers
URN: urn:nbn:se:su:diva-161242DOI: 10.1080/19012276.2017.1381037ISI: 000447465600002OAI: oai:DiVA.org:su-161242DiVA, id: diva2:1256251
Note

The study uses data from the project “The manager, the mission and the work environment: Interventions for improving workplaces and organizations” supported by AFA Insurance [grant number 090325] to Prof. Magnus Sverke. This research was carried out within the Stockholm Stress Center, a center of excellence funded by the Swedish Research Council for Health, Working Life and Welfare (FORTE).

Available from: 2018-10-16 Created: 2018-10-16 Last updated: 2020-01-23Bibliographically approved

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Lindfors, PetraLe Blanc, PascaleAronsson, GunnarSverke, Magnus
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