![]() La présente recherche-intervention prend place au sein d’une fédération d’associations employeuses d’aides à domicile (AD). Sous différents noms, le débat sur le travail y apparaît comme un vecteur de santé et de performance pour les organisations. En parallèle, les dispositifs de discussion sur le travail forment un objet d’intérêt vers lequel convergent diverses sciences du travail. Il est pourtant en expansion, du fait du vieillissement de la population et de l’augmentation des besoins de prise en charge de la dépendance. Le secteur de l’aide à domicile fait face à une sinistralité préoccupante, ainsi qu’à de fortes difficultés de recrutement. 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. 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. However, further subgroup analyses found that IPs in “successful teams” were also able to experience improvement in intervention outcomes. For IPs, no positive change was observed. The results show that DPs experienced an improvement in intervention outcomes (psychosocial working conditions and affective states at work) compared with IPs. 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. This mixed-methods study aimed (a) to examine differential intervention effects for employees who are directly involved in intervention decision making (direct participants, N = 84) compared with the remaining employees (indirect participants, N = 99) and (b) to explore the transfer process between these groups. 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. Specifically, these data can i) help organizations to make better use of interventions, and ii) enhance research into the links between intervention processes, contexts and outcomes.īy guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from by guest on Downloaded from The results indicated that participants' accounts provided information that is not captured by the dominant evaluation paradigm. Template analysis of the data in their narratives identified codes relating to: i) intervention contexts (both pre-intervention and during the intervention) ii) implementation processes (including how participants made use of the intervention) and iii) participants' perceptions of the intervention's impact. Nurses working in a UK hospital (n = 26) who had received an intervention to help them balance their administrative and clinical workloads, provided information about their experiences of it, and how these experiences were related to the effectiveness of the intervention. ![]() The aim of this study was to examine whether an analysis of participants' narratives of what had happened during an organizational-level intervention might prove useful during evaluation. However, this approach has been criticized because it provides little or no information about why interventions succeed or fail. In order to test intervention effectiveness, such methods examine the outcomes of between-group differences in intervention exposure: participants are rarely asked about their experiences of the intervention. Organizational-level stress management interventions are usually evaluated using quasi-experimental methods.
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