Abstract

While implementing participation in an organisational health intervention (OHI), the formation of a group of representatives responsible for developing and realising action plans is a common approach. This mixed-methods study aimed (a) to examine differential intervention effects for employees who are directly involved in intervention decision making (direct participants [DPs], N = 84) compared with the remaining employees (indirect participants [IPs], N = 99) and (b) to explore the transfer process between these groups. Quantitative surveys were collected at two time points (follow-up after six months), and four focus group discussions were conducted during the follow-up phase. The results show that DPs experienced an improvement in intervention outcomes (psychosocial working conditions and affective states at work) compared with IPs. For IPs, no positive change was observed. However, further subgroup analyses found that IPs in “successful teams” were also able to experience improvement in intervention outcomes. Qualitative focus group data gave insights into the beneficial and less beneficial transfer process mechanisms between DPs and IPs that could explain these differential effects for IPs. This study highlights the importance of considering the forms and quality of participation in OHIs and offers insights into the processes shaping the intervention effects for whole teams.

摘要

在实施参与组织健康干预 (OHI) 时，形成一组负责制定和实施行动计划的代表是一种常见的方法。这项混合方法研究旨在 (a) 检验直接参与干预决策的员工（直接参与者 [DPs]，N = 84）与其余员工（间接参与者 [IPs]，N= 99）和（b）来探索这些群体之间的转移过程。在两个时间点（六个月后跟进）收集了定量调查，并在跟进阶段进行了四次焦点小组讨论。结果表明，与 IPs 相比，DPs 在干预结果（心理社会工作条件和工作中的情感状态）方面有所改善。对于 IP，没有观察到积极的变化。然而，进一步的亚组分析发现，“成功团队”中的 IP 也能够体验到干预结果的改善。定性焦点小组数据深入了解了 DP 和 IP 之间有利和不利的转移过程机制，可以解释这些对 IP 的不同影响。