The Line Manager’s Role in Implementing Successful Organizational Interventions (original) (raw)
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Line managers' middle-levelness and driving proactive behaviors in organizational interventions
International Journal of Workplace Health Management, 2021
PurposeThis paper explores line managers' proactive work behaviors in organizational interventions and ascertains how their management of their middle-levelness by aligning with the intervention, or not, influences their proactive work behaviors.Design/methodology/approachThe authors’ findings are based on thematic analysis of 20 semi-structured interviews of university heads of departments responsible for managing organizational interventions.FindingsThe authors found that line managers engaged in a range of proactive work behaviors to implement the organizational intervention (i.e. “driving proactive behaviors”). Furthermore, line managers tended to engage in driving proactive behaviors when they aligned with the organizational intervention, but not to when unconvinced of the intervention's validity.Practical implicationsThese findings highlight the importance of senior management and HR investing sufficient time and quality in the preparation phase to ensure all actors ha...
Human Relations, 2013
In recent years, there has been an increasing interest in the processes of organizational interventions when evaluating the outcomes on employee health and well-being. Nevertheless, process evaluation is still in its infancy and primarily consists of checklists inspired by the public health intervention literature. In these frameworks, employees are seen as passive recipients whose reactions to pre-developed interventions should be evaluated. Current organizational intervention design rests on a participatory approach and recent process evaluations reveal that employees and line managers influence the implementation and the outcomes of organizational interventions. Following the current foci of current frameworks we may miss out on important information on the influence of both the participatory process and the line managers on intervention outcomes. I argue that current evaluation frameworks suffer from four limitations: (i) they are not aligned with state-of-the-art research and p...
Investigating Managerial Qualities to Support Sustainable Intervention Effects in the Long Term
Nordic Journal of Working Life Studies
It is crucial to understand how interventions can be designed and implemented in order to support successful and sustainable effects in the long term. Intervention management can be important in this regard, but we have limited knowledge on the managerial strategies that can help to sustain the effects of an intervention over time. In this paper, we present a qualitative study of an intervention that had a duration of five years. We carried out 11 in-depth interviews on the role and qualities of the manager in the intervention process and effects. Results from the intervention unit showed that an engaged line manager was essential for promoting employee motivation and involvement in the longer term, which was achieved through building empowerment and trust, establishing a work group, and use of some support by external consultants. In conclusion, this intervention indicated that building good intervention management is important for sustainable intervention effects.
Work & Stress, 2013
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Intervention implementation and change
Although analysis and planning are critical to the success of any performance improvement effort, actual changes to performance occur from intervention implementation and change. There are several methods to consider when implementing interventions, comprising of the use of techniques including RSVP, sustainability, and feasibility and models such as Hales’s Sustainability Model, the Moseley and Hasting’s Four Stage Process Model, or Dublin’s Change Focused Implementation Model, which can assist the practitioner with implementation of the proposed intervention. Management support and involvement, effective communication, and stakeholder response also require attention within the process. Reviewing two separate cases, St Luke’s Lutheran Church and School and The HPT Model Applied to a Kayak Company’s Registration Process, intervention implementation processes are reviewed, determining the effectiveness of each method. As discussed, the results of each intervention vary according to the determined goals and gaps uncovered by the practitioners. The response to planned change is dependent upon the level of resistance encountered. Desired results are best achieved when following the required conditions for change readiness. The implementation of the solutions presented are reviewed. Techniques and models which were used in each case as well as additional options that would also be successful are also examined.
The future of organizational interventions: Addressing the challenges of today's organizations
Http Dx Doi Org 10 1080 02678373 2010 519176, 2010
Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, redistribution , reselling , loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.
Opening the black box: Presenting a model for evaluating organizational-level interventions
2012
Organizational-level occupational health interventions are often recommended when improvements in working conditions, employee health, and well-being are sought within organizations. Research has revealed that these interventions result in inconsistent effects despite being based on theoretical frameworks. This inconsistency indicates that intervention studies need to be designed to examine directly how and why such interventions bring about change and why they sometimes fail. We argue that intervention studies should include a process evaluation that includes a close examination of the psychological and organizational mechanisms that hinder and facilitate desired intervention outcomes. By drawing on existing intervention literature we present an evidence-based model containing three levels of elements that appear to be crucial in process evaluation. We describe how this model may be applied and developed in future research to identify better the mechanisms that link intervention processes to intervention outcomes.
International Journal of Workplace Health Management
PurposeLine managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.Design/methodology/approachLeadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.FindingsThe results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leade...
European Journal of Work and Organizational Psychology
Research on organizational interventions needs to meet the objectives of both researchers and participating organizations. This duality means that real-world impact has to be considered throughout the research process, simultaneously addressing both scientific rigour and practical relevance. This discussion paper aims to offer a set of principles, grounded in knowledge from various disciplines that can guide researchers in designing, implementing, and evaluating organizational interventions. Inspired by Mode 2 knowledge production, the principles were developed through a transdisciplinary, participatory and iterative process where practitioners and academics were invited to develop, refine and validate the principles. The process resulted in 10 principles: 1) Ensure active engagement and participation among key stakeholders; 2) Understand the situation (starting points and objectives); 3) Align the intervention with existing organizational objectives; 4) Explicate the program logic; 5) Prioritize intervention activities based on effort-gain balance; 6) Work with existing practices, processes, and mindsets; 7) Iteratively observe, reflect, and adapt; 8) Develop organizational learning capabilities; 9) Evaluate the interaction between intervention, process, and context; and 10) Transfer knowledge beyond the specific organization. The principles suggest how the design, implementation, and evaluation of organizational interventions can be researched in a way that maximizes both practical and scientific impact.
Developing New Ways of Evaluating Organizational-Level Interventions
Global Perspectives on Research and Practice, 2010
Although there is an increasing interest in combining process and effect evaluation using mixed methods there has to date been very little discussion and empirical research that demonstrates how this may be done. This chapter discusses the key challenges in linking process evaluation and effect evaluation and describes an empirical study that attempts to meet some of these challenges. The study was carried out during the implementation of teamwork in the elderly care sector. It used mixed methods (both qualitative and quantitative) to determine whether different types of team training, when coupled with a teamwork intervention, enhanced employee well-being and satisfaction. The effects of team implementation were examined alongside the effects of facilitating and hindering factors surrounding the intervention. Results indicated that training employees and team managers (the intervention process) was linked to intervention effects. However, it was also found that other aspects of the intervention processes and context (e.g., organizational turbulence and the perceptions of managers and staff) had been less positive and had blunted the effects of the intervention. The study illustrates how a detailed exami nation of intervention processes can be carried out, and how the results of this process evaluation can be used to draw valid inferences from effect evaluation.