Search results

1 – 10 of over 73000
Article
Publication date: 1 April 2002

Philip Dewe and Michael O’Driscoll

Presents a report of research which surveyed managers’ views on stress, their beliefs about stress interventions and who should be responsible for addressing job‐related stress…

14697

Abstract

Presents a report of research which surveyed managers’ views on stress, their beliefs about stress interventions and who should be responsible for addressing job‐related stress problems. Stress management interventions have embedded in them a range of practices that offer opportunities for individual development and employee wellbeing. Equally, though, there is a strongly‐held belief that many interventions fall short, because they offer only a partial solution or fail to recognize the wider contextual‐structural issues within which organisational behaviour takes place. One reason for this may be that little attempt has been made to find out what managers understand by stress and the extent to which they think that their organisation has a responsibility to address problems of stress. Both qualitative and quantitative techniques were used to explore these issues, using a sample of 540 New Zealand managers. The results draw attention to a number of issues including: do managers’ views of stress reflect acknowledged definitions? Who should assume responsibility for managing stress? What do managers mean when they indicate that an intervention is effective? Are stress interventions any different from standard human resource practices and is there a role for theory in stress interventions?

Details

Personnel Review, vol. 31 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 August 2006

Mark Le Fevre, Gregory S. Kolt and Jonathan Matheny

To develop an argument for the retention of secondary approaches to stress management (those that focus on the individual within the organization) as first interventions, prior to…

12123

Abstract

Purpose

To develop an argument for the retention of secondary approaches to stress management (those that focus on the individual within the organization) as first interventions, prior to the employment of primary approaches (those that focus on the organization's processes and structures). This is based on a reconsideration of eustress versus distress and a review of current empirical evidence on the effectiveness of stress management interventions.

Design/methodology/approach

Major empirical studies and reviews are critically reviewed and placed within a theoretical framework derived from both early and more recent work in the field.

Findings

There is little empirical evidence on which to base recommendations for organization‐based stress management interventions as first or sole approaches and therefore the value of these as first or sole approaches is questioned. Instead secondary, individual‐focused, approaches are recommended as first‐line interventions prior to the adoption of organization‐based interventions.

Practical implications

In practice secondary stress management approaches are currently most common. Broader primary approaches appear to have excellent theoretical support and a growing body of supportive literature and accompanying recommendations for employment. We suggest, however, that secondary approaches be employed prior to the introduction of primary methodologies within a client organization.

Originality/value

This paper provides a review and framework for interpreting/understanding the research on the effectiveness of stress management interventions and makes recommendations relevant to practitioners in the field.

Details

Journal of Managerial Psychology, vol. 21 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 21 August 2019

Therèse de Groot and Arco van de Ven

The purpose of this paper is to use qualitative research findings to describe and analyze the use of a new teaching approach for a better understanding of earnings management.

Abstract

Purpose

The purpose of this paper is to use qualitative research findings to describe and analyze the use of a new teaching approach for a better understanding of earnings management.

Design/methodology/approach

Three classroom workshop designs with finance professionals were performed as an experiment to discuss the underlying assumptions of mainstream earnings management research. The outcome of the experiment is analyzed and serves as a basis for reflection on the new teaching approach.

Findings

The teaching experiment revealed the value to participants in discussing the complexity of the accounting choice process. The workshops provided insights into the wide range of accounting choices that finance professionals are confronted with and into the differences in perception of the participants relating to the accounting choices to be made. These insights contradict the assumptions of a “neutral reporting process” and solely “purposeful interventions” used in mainstream earnings management research. Analyzing the elements of the different workshop settings in relation to the outcome of the discussion identified strengths and weaknesses of each setting and generated ideas for further development of the teaching approach.

Practical implications

This research note adds to the understanding on how qualitative research can be used in teaching and shows that it is also coherent with using teaching as a site for qualitative research.

Originality/value

The discussions relating to the limitations of mainstream accounting research are predominantly of a general nature. This research note takes these discussions into consideration by exploring the subject of earnings management, offering an alternative teaching approach.

Details

Qualitative Research in Accounting & Management, vol. 16 no. 4
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 28 September 2022

Yusuf Hassan, Ankur Kushwaha and Varun Sharma

The purpose of the current study is to examine organizational crisis and the role of tech-structural interventions in overcoming the crisis to achieve resilience. Developing…

Abstract

Purpose

The purpose of the current study is to examine organizational crisis and the role of tech-structural interventions in overcoming the crisis to achieve resilience. Developing resilience in organizations has become imperative for managers in the never-ending turbulent environment and concerns toward pleasing the stakeholders. Organizations have begun to rely on techno-structural and human process change interventions to attain resilient organizations. Although such strategies are widely prevalent in organizational change literature and can be traced back to the 1970s, scholarly research on the process that develops resilient organizations is limited and also absent in the context of developing economies.

Design/methodology/approach

This study uncovered the process of change interventions (primarily techno-structural interventions) at a wealth management firm in India, adopting a case study approach.

Findings

According to the findings, change interventions through techno-structural interventions aided in the transformation of a precarious organization into a resilient one.

Research limitations/implications

This paper provides vital practical implications about the role of techno-structural change interventions in reshaping an organization into a more viable business, making the organization resilient to deal with untimely disruptions in the environment.

Originality/value

Very limited research has been done to understand the stakeholder’s management and resilience in the context of financial consulting firms in the emerging market context.

Details

International Journal of Law and Management, vol. 65 no. 1
Type: Research Article
ISSN: 1754-243X

Keywords

Article
Publication date: 2 December 2020

Ogechi Ohadomere and Ikedinachi K. Ogamba

This paper aims to focus on management-led intervention strategies aimed at achieving stable mental well-being among academic staff in higher education institutions (HEIs) by…

1370

Abstract

Purpose

This paper aims to focus on management-led intervention strategies aimed at achieving stable mental well-being among academic staff in higher education institutions (HEIs) by reviewing and synthesising existing literature on varying intervention strategies to managing workplace stress and improving mental health.

Design/methodology/approach

Twenty-two peer-reviewed articles were identified through databases (PsycARTICLES, PsycINFO, Business source complete, Academic search complete) and the application of the PRISMA guideline. A quality check was carried out on the selected articles, and a data extraction table was developed to aid the discussion.

Findings

Although the awareness of mental health is a global issue, there was minimal research evidence in managing stress and mental health among academic staff in HEIs through increased university management involvement. Most HEIs were more focused on corporatisation and student satisfaction while unconsciously neglecting its impact on the well-being of academic staff even though universities’ management portray staff welfare as priority.

Research limitations/implications

There is limited information measuring the outcome of various management-led mental well-being strategies in HEIs. Further research applying more robust study design rather beyond self-reported questionnaires and similar study designs is needed in this area.

Practical implications

Establishing routine mental health assessment, effective communication, continuous promotion of existing and available support is imminent to improve the mental well-being of academic staff by HEIs management.

Originality/value

This is the first systematic review that describes and synthesises the various mental health triggers, including workplace stressors, that affect academic staff in higher education institutions (HEIs) and summarises various possible management intervention strategies.

Details

The Journal of Mental Health Training, Education and Practice, vol. 16 no. 1
Type: Research Article
ISSN: 1755-6228

Keywords

Article
Publication date: 1 January 1987

Richard S. DeFrank and Cary L. Cooper

A framework for understanding the different types of stress management interventions and their possible outcomes is provided. The various empirical investigations into worksite…

3983

Abstract

A framework for understanding the different types of stress management interventions and their possible outcomes is provided. The various empirical investigations into worksite stress management interventions are then reviewed within the context of this paradigm. Questions are raised about the efficacy of these interventions in terms of individual and/or organisational outcomes, and where future programmes and research should be undertaken.

Details

Journal of Managerial Psychology, vol. 2 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 4 February 2020

Per Anker Jensen and Theo J.M. van der Voordt

The purpose of this paper is to present an empirical-based typology of facilities management (FM) and corporate real estate management (CREM) interventions that can add value to…

Abstract

Purpose

The purpose of this paper is to present an empirical-based typology of facilities management (FM) and corporate real estate management (CREM) interventions that can add value to the core business of organisations and possibly the wider society. The typology is explained, elaborated and discussed with the aim to reach a deeper understanding of value adding management in the context of FM and CREM.

Design/methodology/approach

The paper is based on FM and CREM literature, a survey with 15 expert interviews from six different European countries and cases with examples of interventions from earlier research.

Findings

The typology consists of six types of interventions, some mainly product-related, some mainly process-related and some that can be both. Each type is underpinned by examples from a case company and from interviews.

Research limitations/implications

The number of interviews is limited. The typology with related interventions is not necessarily complete. However, the typology is regarded to include the most important interventions in the current state of practice of FM and CREM.

Practical implications

The typology provides an overview of the different ways FM and CREM can add value. The cases and examples can be used as inspiration for developing specific interventions in practice.

Originality/value

The typology is the first to provide a classification of FM and CREM interventions. By integrating findings from interviews and case studies, this typology contributes to a better understanding and practicing of value adding management.

Details

Journal of Corporate Real Estate , vol. 22 no. 3
Type: Research Article
ISSN: 1463-001X

Keywords

Article
Publication date: 6 August 2021

Eyvind Helland, Marit Christensen, Siw Tone Innstrand and Karina Nielsen

This paper explores line managers' proactive work behaviors in organizational interventions and ascertains how their management of their middle-levelness by aligning with the…

Abstract

Purpose

This 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/approach

The authors’ findings are based on thematic analysis of 20 semi-structured interviews of university heads of departments responsible for managing organizational interventions.

Findings

The 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 implications

These findings highlight the importance of senior management and HR investing sufficient time and quality in the preparation phase to ensure all actors have a shared understanding of the organizational interventions' validity.

Originality/value

This is the first study to explore line managers' proactive work behaviors to implement an organizational intervention, and how the line managers' management of their middle-levelness influence these proactive work behaviors.

Details

International Journal of Workplace Health Management, vol. 14 no. 6
Type: Research Article
ISSN: 1753-8351

Keywords

Article
Publication date: 12 September 2018

Caroline Biron, Annick Parent-Lamarche, Hans Ivers and Genevieve Baril-Gingras

The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes…

Abstract

Purpose

The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes explaining that association. It is posited that the alignment between what is said (espoused PSC) and what is done (enacted PSC via managerial quality) is important for successful organizational interventions. Managers’ own psychosocial work factors act as resources to facilitate the enactment of managerial quality.

Design/methodology/approach

Two waves of survey were administered over a three-month period (n at Time 1=144, n at Time 2=166, overall n=115) in a study of four organizations involved in implementing the Quebec Healthy Enterprise Standard (QHES). A cross-lagged panel analysis was used to determine the temporal direction of the PSC–managerial quality relationship. A longitudinal mediation model of PSC as a determinant of managerial quality was tested using job demands, job control, social support and quality of relationships with subordinates as mediators.

Findings

The cross-lagged panel analysis showed that PSC is temporally prior to managerial quality in that the relationship between PSC at T1 and managerial quality at T2 was stronger than the relationship between managerial quality at T1 and PSC at T2. A two-wave mediation analysis showed that PSC was positively associated with managerial quality, and that job control partially mediated this relationship. Contrary to expectations, managers’ workload, their social support and the quality of their relationships with subordinates did not mediate the PSC–managerial quality relationship.

Research limitations/implications

Despite the small sample size and short timeframe of this study, it contributes to knowledge on the resources facilitating managerial quality, which is important for employees’ psychological health. Little is known regarding the mediating processes that explain how managers’ own context and psychosocial work factors affect their management practices during organizational health interventions.

Practical implications

From a practical view point, this study contributes to the literature showing that managers need to be supported during the implementation of health interventions, and need the leeway to pursue the organization’s prevention objectives.

Originality/value

Whereas previous studies have focused on describing the impact of leadership behaviors on employee health outcomes, the study offers insights into the resources that help managers translate PSC into action in the implementation of a national standard, the QHES.

Details

International Journal of Workplace Health Management, vol. 11 no. 4
Type: Research Article
ISSN: 1753-8351

Keywords

Article
Publication date: 21 June 2019

Jane P. Murray, Sara Branch and Carlo Caponecchia

The purpose of this paper is to examine the critical success factors (CSFs) required for the successful implementation of 11 workplace bullying interventions listed in a taxonomy…

Abstract

Purpose

The purpose of this paper is to examine the critical success factors (CSFs) required for the successful implementation of 11 workplace bullying interventions listed in a taxonomy of workplace bullying interventions.

Design/methodology/approach

A Delphi approach was used to gather commentary from 51 subject matter experts (SMXs) on factors that contribute to successful implementation of workplace bullying interventions.

Findings

A deductive approach to thematic analysis revealed that organisational infrastructure, commitment and engagement of management and competent and resourced professionals were the most consistently raised CSFs across interventions. These are broadly consistent with suggested implementation drivers previously recommended by researchers in the workplace bullying and implementation science fields.

Research limitations/implications

Two interventions did not receive adequate commentary meaning that key implementation drivers could not be sufficiently identified for them. While harnessing SMX commentary, the paper also develops a model of levels of evidence to guide future research.

Practical implications

This paper can assist organisations in planning and resourcing the implementation of workplace bullying interventions, to help ensure that interventions are as effective as possible.

Originality/value

This paper has value for researchers, practitioners and organisations as it explores factors critical to successful implementation of interventions and also develops a model for the development of enhanced levels of evidence in workplace bullying intervention research.

Details

International Journal of Workplace Health Management, vol. 13 no. 3
Type: Research Article
ISSN: 1753-8351

Keywords

1 – 10 of over 73000