On the contribution to the alignment during an organizational change: Measurement of job satisfaction with working conditions

Capturing and quantifying the aggregate effects of multi-source factors affecting miners' health and well-being: Construction of Bayesian belief networks

Factors originating at the organizational, work, and individual levels are closely interrelated and intricately intertwined, affecting health rates. There was limited research on the interdependence and aggregate effects between multi-source factors and occupational health and well-being (OHW). It is challenging to achieve management goals. Therefore, considering cross-level factors and across the "work environment-stress-exposure-OHW" chain, individual vulnerability was considered. A Fuzzy Bayesian Belief Network (FBBN) driven by both domain knowledge and data was constructed to carve out the logic between multi-source factors and OHW. Workers from four coal mines were surveyed twice in 6 months. 714 valid samples were included in the analysis. The interdependencies among multi-source factors were identified by the Interpretive Structure Modeling method and the visual probability estimation was achieved based on FBBN. It revealed that the work and the organizational level were the root factors. Eight factors involved in work stress were mainly mediating, and actual exposure and individual vulnerability were direct factors. Pathway interventions and joint interventions were proposed. The prediction ability and scheme feasibility of FBBN were verified. The approach developed allows robust assessments of aggregate effects and obtains multi-source factor importance. This study provides vital insights and evaluation tools for understanding workplace stress and OHW management.

Assessing Alignment Between Intellectual and Developmental Disability Service Providers and Trauma-Informed Care: An Exploratory Study

People with intellectual and developmental disabilities (IDD) are disproportionately impacted by potentially traumatic experiences; however, organizations serving this population have lagged in their integration of trauma-informed care (TIC). Trauma-informed care is a systemwide response to the pervasiveness of trauma that frequently requires an organizational shift rooted in staff training. Using an online statewide survey, the present study examined beliefs and training among IDD service providers. Responses from 288 service providers suggested some alignment among beliefs and staff training content with TIC principles. Although the findings indicate a foundation for TIC, intentional efforts are needed for IDD agencies to fully embrace TIC.

Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

Purpose

The study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.

Design/methodology/approach

The intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.

Findings

The psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.

Research limitations/implications

The present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.

Practical implications

Training designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.

Originality/value

The intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.

Proposal of a temporality perspective for a successful organizational change project

Purpose

Improvements to health and safety at work constantly involve organizational changes (OCs). However, the OC initiatives often fail at achieving their intended goals despite efforts to draw knowledge from various disciplines, such as sociology, psychology and information sciences, to guide the change implementation. This paper proposes a temporality approach to manage the resistance during an OC project based on the capitalization of the actors' behaviors (i.e. alignment/resistance) for successful OC implementation.

Design/methodology/approach

Employees in an industrial company (N = 186) undergoing an OC answered a questionnaire survey. The statistical analysis approach was used to measure the influence of the constructs of the proposed temporality capitalization approach on the OC conduct.

Findings

Results indicate that the considered constructs have positive and significant correlations with OC development. It has also been found that the employees' alignment is highly correlated with the opportunities they might gain from the OC.

Practical implications

The proposed temporality capitalization approach shows that providing the employees with clear objectives is not sufficient to support the change, and it is suggested that the change management has to move a step further and seek to target the perspectives of the employees to energize them around the OC and maximize their alignment.

Originality/value

In this paper, change management is approached through the temporality capitalization that confirms the importance of monitoring the change development through the alignment. In other terms, the curve of the adaptation of the change receivers matters and should attract more attention rather than the change implementation speed.