Organizational Interventions And Mental Health In The Workplace

1. Introduction. 1.1. Organization of report; 1.2. Preparation of the report -- 2. Conceptual framework. 2.1. Occupational stress and mental health; 2.2. Stressors (stress agents); 2.3. Stress; 2.4. Strain; 2.5. Moderators -- 3. Method: literature search. 3.1. Analysis -- 4. Results of literature search. 4.1. Frameworks; 4.2. Process frameworks; 4.3. Content frameworks; 4.4. Evidence-based framework; 4.5. Effectiveness of intervention strategies -- 5. Recommendations and conclusions. 5.1. Research needed; 5.2. Research measurement and design; 5.3. Practice issues for organizations; 5.4. Issues for research excellence -- References -- Appendix I: Symposium participants.

1. Introduction. 1.1. Organization of report; 1.2. Preparation of the report -- 2. Conceptual framework. 2.1. Occupational stress and mental health; 2.2. Stressors (stress agents); 2.3. Stress; 2.4. Strain; 2.5. Moderators -- 3. Method: literature search. 3.1. Analysis -- 4. Results of literature search. 4.1. Frameworks; 4.2. Process frameworks; 4.3. Content frameworks; 4.4. Evidence-based framework; 4.5. Effectiveness of intervention strategies -- 5. Recommendations and conclusions. 5.1. Research needed; 5.2. Research measurement and design; 5.3. Practice issues for organizations; 5.4. Issues for research excellence -- References -- Appendix I: Symposium participants.

Providing an overview of researchers' and practitioners’ “confessions” on the fascinating phenomenon of failed or derailed organizational health and well-being interventions and contextualizing these confessions is the aim of this innovative volume. Organizational intervention failures, paradoxes and unexpected consequences can offer a lot of rich and extremely useful practical lessons on intervention design and implementation and possibly on the design of future research on organizational interventions. This volume presents lessons learned from derailed interventions and provides possible solutions to those tasked with implementing interventions. It provides an open, practical and solutions-focused account of researchers' and practitioners' experiences in implementing organizational interventions for health and well-being.

This important new collection provides not only a comprehensive overview of how organizational interventions can improve health and well-being in the workplace - addressing its causes rather than the symptoms - but also the practical issues faced in their design, implementation and evaluation. Drawing on a range of case studies and empirical investigations, it is the first book to seriously examine each element of the intervention process, and to recognize the individual, group, leader and organizational factors that researchers should consider. The authors describe the various challenges to such collaborative processes, as well as the specific methods and tools that can be used in response. Each chapter offers practical, evidence-based guidance. Featuring a final section examining new directions and approaches in organizational intervention research, the book features contributions from some of the leading international researchers in the field. It will be essential reading for any researcher or practitioner interested in the practical issues involved in improving the organization, design and management of the contemporary workplace.

This book brings together a number of experts in the field of organizational interventions for stress and well-being, and discusses the importance of process and context issues to the success or failure of such interventions. The book explores how context and process can be incorporated into program evaluation, providing examples of how this can be done, and offers insights that aim to improve working life. Although there is a substantial body of research supporting a causal relationship between working conditions and employee stress and well-being, information on how to develop effective strategies to reduce or eliminate psychosocial risks in the workplace is much more scarce, ambiguous and inconclusive. Indeed, researchers in this field have so far attempted to evaluate the effectiveness of organizational interventions to improve workers’ health and well-being, but little attention has been paid to the strategies and processes likely to enhance or undermine interventions. The focus of this volume will help to overcome this qualitative-quantitative divide. This book discusses conceptual developments, practical applications, and methodological issues in the field. As such it is suitable for students, practitioners and researchers in the fields of organizational psychology and clinical psychology, as well as human resources management, health & safety, medicine, occupational health, risk management and public health.

Downsizing, reorganization, global competition, and constantly changing technology are some of the sources for job stress in the US workforce. Here, 27 empirical studies present models for intervening both at the individual level and the organizational and policy level. They investigate topics including stress management training, the promotion of coping strategies among unemployed workers, post-traumatic stress, and policy and legislation issues such as workers' compensation claims. This is the third of three books derived from a 1992 national conference titled Stress in the '90s: A Changing Workforce in a Changing Workplace. Annotation copyright by Book News, Inc., Portland, OR

A reference tool to assist researchers and academics in the fields of occupational psychology and human resource management. It includes papers from expert contributors that provide the latest research and up-to-date developments in this area.

The primary objective of this product is to provide a brief practical guide of policy options to support national (health and labour) and workplace level policy makers to implement the evidence-based recommendations of the forthcoming WHO guideline on mental health at work. The policy brief describes the policy options required to prevent mental health conditions at work, to promote mental health at work, and to ensure people living with mental health conditions can access and effectively participate in line with the recommendations in the WHO guideline. Similar to the WHO guideline on mental health at work, the policy brief includes considerations for lower-resourced settings. The policy brief aims to increase the implementation of evidence-based mental health prevention, promotion and care for people who work or who aspire to work and are living with mental health conditions. By doing so, the product strengthens the enactment of WHO Comprehensive Mental Health Action Plan 2013-2030, WHO Global Strategy on Health Environment and Climate Change, and International Labour Organization Conventions relevant to the area of mental health, such as, but not limited to the Occupational Safety and Health Convention.