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    Rights statement: The final, definitive version of this article has been published in the Journal, Economic and Industrial Democracy, 36 (2), 2015, © SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Economic and Industrial Democracy page: http://eid.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/

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When do health and well-being interventions work?: managerial commitment and context

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When do health and well-being interventions work? managerial commitment and context. / Greasley, Kay; Edwards, Paul.

In: Economic and Industrial Democracy, Vol. 36, No. 2, 01.05.2015, p. 355-377.

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Greasley, Kay ; Edwards, Paul. / When do health and well-being interventions work? managerial commitment and context. In: Economic and Industrial Democracy. 2015 ; Vol. 36, No. 2. pp. 355-377.

Bibtex

@article{b9be0c8d53524cf2865e35faa3bd3e4a,
title = "When do health and well-being interventions work?: managerial commitment and context",
abstract = "Health and well-being interventions are increasingly assessed as complex processes rather than randomized controlled trials. In this study the health and wellbeing interventions refer to voluntary actions and are not in response to any regulatory requirement. This paper looks specifically at managerial commitment to these interventions and at the organisational context in which they occur. Ex-ante study predictions as to the effects of commitment in three organisations were made and then followed up. This commitment was positively associated with employee perceptions of health promotion campaigns. But broader impacts, such as commitment to the organisation and a sense of autonomy, were not evident. The explanation lies in wider features of the organisation of work: permanent constraints such as job design and shift systems ran against the aims of the health interventions. Relating well-intentioned interventions to such features of organisational life remains a challenge for many organisations. ",
keywords = "Employee health, human resource management, intervention studies, well-being",
author = "Kay Greasley and Paul Edwards",
note = "The final, definitive version of this article has been published in the Journal, Economic and Industrial Democracy, 36 (2), 2015, {\textcopyright} SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Economic and Industrial Democracy page: http://eid.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/ ",
year = "2015",
month = may,
day = "1",
doi = "10.1177/0143831X13508590",
language = "English",
volume = "36",
pages = "355--377",
journal = "Economic and Industrial Democracy",
issn = "0143-831X",
publisher = "SAGE Publications Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - When do health and well-being interventions work?

T2 - managerial commitment and context

AU - Greasley, Kay

AU - Edwards, Paul

N1 - The final, definitive version of this article has been published in the Journal, Economic and Industrial Democracy, 36 (2), 2015, © SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Economic and Industrial Democracy page: http://eid.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/

PY - 2015/5/1

Y1 - 2015/5/1

N2 - Health and well-being interventions are increasingly assessed as complex processes rather than randomized controlled trials. In this study the health and wellbeing interventions refer to voluntary actions and are not in response to any regulatory requirement. This paper looks specifically at managerial commitment to these interventions and at the organisational context in which they occur. Ex-ante study predictions as to the effects of commitment in three organisations were made and then followed up. This commitment was positively associated with employee perceptions of health promotion campaigns. But broader impacts, such as commitment to the organisation and a sense of autonomy, were not evident. The explanation lies in wider features of the organisation of work: permanent constraints such as job design and shift systems ran against the aims of the health interventions. Relating well-intentioned interventions to such features of organisational life remains a challenge for many organisations.

AB - Health and well-being interventions are increasingly assessed as complex processes rather than randomized controlled trials. In this study the health and wellbeing interventions refer to voluntary actions and are not in response to any regulatory requirement. This paper looks specifically at managerial commitment to these interventions and at the organisational context in which they occur. Ex-ante study predictions as to the effects of commitment in three organisations were made and then followed up. This commitment was positively associated with employee perceptions of health promotion campaigns. But broader impacts, such as commitment to the organisation and a sense of autonomy, were not evident. The explanation lies in wider features of the organisation of work: permanent constraints such as job design and shift systems ran against the aims of the health interventions. Relating well-intentioned interventions to such features of organisational life remains a challenge for many organisations.

KW - Employee health

KW - human resource management

KW - intervention studies

KW - well-being

U2 - 10.1177/0143831X13508590

DO - 10.1177/0143831X13508590

M3 - Journal article

VL - 36

SP - 355

EP - 377

JO - Economic and Industrial Democracy

JF - Economic and Industrial Democracy

SN - 0143-831X

IS - 2

ER -