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Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention

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Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention. / Biron, C; Gatrell, C J; Cooper, C L.
In: International Journal of Stress Management, Vol. 17, No. 2, 2010, p. 135-158.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Biron, C, Gatrell, CJ & Cooper, CL 2010, 'Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention', International Journal of Stress Management, vol. 17, no. 2, pp. 135-158. https://doi.org/10.1037/a0018772

APA

Biron, C., Gatrell, C. J., & Cooper, C. L. (2010). Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention. International Journal of Stress Management, 17(2), 135-158. https://doi.org/10.1037/a0018772

Vancouver

Biron C, Gatrell CJ, Cooper CL. Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention. International Journal of Stress Management. 2010;17(2):135-158. doi: 10.1037/a0018772

Author

Biron, C ; Gatrell, C J ; Cooper, C L. / Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention. In: International Journal of Stress Management. 2010 ; Vol. 17, No. 2. pp. 135-158.

Bibtex

@article{db9dfb18fbe44d71b426d9d99977b259,
title = "Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention",
abstract = "The difficulties associated with the evaluation of organizational-level work stress interventions are notorious yet little attention has been paid to the reasons why they fail. This case study took place in a department of 205 employees from a private company where an intervention was developed but poorly implemented. This paper scrutinizes the intervention to understand why it was poorly implemented and examine its effects on employees. Qualitative data (field notes and interviews with managers) was used to evaluate the intervention. Questionnaires (n = 125, n = 94, 60 full-completers) were used to evaluate the level of implementation and its effects. Results suggest partial implementation might have a detrimental effect on commitment. Poor implementation could be accounted for by the changing organizational context, low ownership of stakeholders, and flaws in the intervention design. Considering the process and context of interventions is essential to understand their effects",
author = "C Biron and Gatrell, {C J} and Cooper, {C L}",
year = "2010",
doi = "10.1037/a0018772",
language = "English",
volume = "17",
pages = "135--158",
journal = "International Journal of Stress Management",
issn = "1072-5245",
publisher = "American Psychological Association Inc.",
number = "2",

}

RIS

TY - JOUR

T1 - Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention

AU - Biron, C

AU - Gatrell, C J

AU - Cooper, C L

PY - 2010

Y1 - 2010

N2 - The difficulties associated with the evaluation of organizational-level work stress interventions are notorious yet little attention has been paid to the reasons why they fail. This case study took place in a department of 205 employees from a private company where an intervention was developed but poorly implemented. This paper scrutinizes the intervention to understand why it was poorly implemented and examine its effects on employees. Qualitative data (field notes and interviews with managers) was used to evaluate the intervention. Questionnaires (n = 125, n = 94, 60 full-completers) were used to evaluate the level of implementation and its effects. Results suggest partial implementation might have a detrimental effect on commitment. Poor implementation could be accounted for by the changing organizational context, low ownership of stakeholders, and flaws in the intervention design. Considering the process and context of interventions is essential to understand their effects

AB - The difficulties associated with the evaluation of organizational-level work stress interventions are notorious yet little attention has been paid to the reasons why they fail. This case study took place in a department of 205 employees from a private company where an intervention was developed but poorly implemented. This paper scrutinizes the intervention to understand why it was poorly implemented and examine its effects on employees. Qualitative data (field notes and interviews with managers) was used to evaluate the intervention. Questionnaires (n = 125, n = 94, 60 full-completers) were used to evaluate the level of implementation and its effects. Results suggest partial implementation might have a detrimental effect on commitment. Poor implementation could be accounted for by the changing organizational context, low ownership of stakeholders, and flaws in the intervention design. Considering the process and context of interventions is essential to understand their effects

U2 - 10.1037/a0018772

DO - 10.1037/a0018772

M3 - Journal article

VL - 17

SP - 135

EP - 158

JO - International Journal of Stress Management

JF - International Journal of Stress Management

SN - 1072-5245

IS - 2

ER -