The importance of employee participation and perceptions of changes in procedures in a teamworking intervention
The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of empl...
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| Veröffentlicht in: | Work and stress 2012-04, Vol.26 (2), p.91-111 |
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| creator | Nielsen, Karina Randall, Raymond |
| description | The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N=583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees' reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. In addition, participation and changes in work procedures were significantly associated with post-intervention autonomy, social support and well-being. The results indicate that employee participation in intervention processes is crucial in what appears to be an important association with perceived changes in procedures and, therefore, in intervention outcomes. |
| doi_str_mv | 10.1080/02678373.2012.682721 |
| format | Article |
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It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N=583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees' reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. 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It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N=583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees' reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. In addition, participation and changes in work procedures were significantly associated with post-intervention autonomy, social support and well-being. The results indicate that employee participation in intervention processes is crucial in what appears to be an important association with perceived changes in procedures and, therefore, in intervention outcomes.</description><subject>Autonomy</subject><subject>Biological and medical sciences</subject><subject>Denmark</subject><subject>Employees</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Human resources</subject><subject>Intervention</subject><subject>Job satisfaction</subject><subject>Longitudinal studies</subject><subject>Occupational health</subject><subject>Occupational psychology</subject><subject>organizational change</subject><subject>Participation</subject><subject>Perception</subject><subject>Perceptions</subject><subject>Personnel management</subject><subject>process evaluation</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><subject>Social Support</subject><subject>Stress</subject><subject>Teamwork</subject><subject>theories-in-use</subject><subject>Well Being</subject><subject>Work condition. Job performance. Stress</subject><subject>Work Environment</subject><subject>Worker Attitudes</subject><subject>Worker Participation</subject><subject>Working conditions</subject><issn>0267-8373</issn><issn>1464-5335</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2012</creationdate><recordtype>article</recordtype><sourceid>BHHNA</sourceid><recordid>eNqN0luL1DAUB_AgijuufgORggi-dMy1SV5cZPEGC76szyFN0pmsbVKTdmW-vSmdWS8Prk8h6e-clJM_AM8R3CIo4BuIGy4IJ1sMEd42AnOMHoANog2tGSHsIdgspF7MGXiS8w2EkFKJHoMzjDllDMkNiNd7V_lhjGnSwbgqdpUbxj4enKtGnSZv_KgnH0Olg61Gl4wbl21epNnrsHO58qEaUzTOzmnd6WpyevgR0zcfduVgcunWhaXuKXjU6T67Z8f1HHz98P768lN99eXj58t3V7VpBJ9qxlvZaWcNlRYbQUVrsGxb20mLqDEQIe0YKQvhlhAphWadNo210CLROUPOwdu17zi3Q-lTbk-6V2Pyg04HFbVXf34Jfq928VYRwiWnpDR4fWyQ4vfZ5UkNPhvX9zq4OGeFBG4YE5Lh-ynCDGOKILufQkIJlZjL_6BYQEzLKxb68i96E-cUynyLQrxhUqCmKLoqk2LOyXV300BQLZFSp0ipJVJqjVQpe_H7JO-KThkq4NUR6Gx036USJJ9_OSYbQogo7mJ1PnQxDbrEo7dq0oc-plMR-eev_AQRuelV</recordid><startdate>201204</startdate><enddate>201204</enddate><creator>Nielsen, Karina</creator><creator>Randall, Raymond</creator><general>Taylor & Francis Group</general><general>Taylor & Francis</general><general>Taylor & Francis Ltd</general><scope>IQODW</scope><scope>NPM</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7T2</scope><scope>8BJ</scope><scope>C1K</scope><scope>FQK</scope><scope>JBE</scope><scope>7U2</scope><scope>7U4</scope><scope>BHHNA</scope><scope>DWI</scope><scope>WZK</scope><scope>7X8</scope><scope>5PM</scope></search><sort><creationdate>201204</creationdate><title>The importance of employee participation and perceptions of changes in procedures in a teamworking intervention</title><author>Nielsen, Karina ; Randall, Raymond</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c687t-57b9faedc49d2c848bc29bbdf9d14cc011ae5301137d33998a5fac6dd0d18fec3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2012</creationdate><topic>Autonomy</topic><topic>Biological and medical sciences</topic><topic>Denmark</topic><topic>Employees</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Human resources</topic><topic>Intervention</topic><topic>Job satisfaction</topic><topic>Longitudinal studies</topic><topic>Occupational health</topic><topic>Occupational psychology</topic><topic>organizational change</topic><topic>Participation</topic><topic>Perception</topic><topic>Perceptions</topic><topic>Personnel management</topic><topic>process evaluation</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><topic>Social Support</topic><topic>Stress</topic><topic>Teamwork</topic><topic>theories-in-use</topic><topic>Well Being</topic><topic>Work condition. Job performance. Stress</topic><topic>Work Environment</topic><topic>Worker Attitudes</topic><topic>Worker Participation</topic><topic>Working conditions</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Nielsen, Karina</creatorcontrib><creatorcontrib>Randall, Raymond</creatorcontrib><collection>Pascal-Francis</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>Health and Safety Science Abstracts (Full archive)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Environmental Sciences and Pollution Management</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>Safety Science and Risk</collection><collection>Sociological Abstracts (pre-2017)</collection><collection>Sociological Abstracts</collection><collection>Sociological Abstracts</collection><collection>Sociological Abstracts (Ovid)</collection><collection>MEDLINE - Academic</collection><collection>PubMed Central (Full Participant titles)</collection><jtitle>Work and stress</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Nielsen, Karina</au><au>Randall, Raymond</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The importance of employee participation and perceptions of changes in procedures in a teamworking intervention</atitle><jtitle>Work and stress</jtitle><addtitle>Work Stress</addtitle><date>2012-04</date><risdate>2012</risdate><volume>26</volume><issue>2</issue><spage>91</spage><epage>111</epage><pages>91-111</pages><issn>0267-8373</issn><eissn>1464-5335</eissn><coden>WOSTEH</coden><abstract>The powerful positive results of implementing teamwork are not always achieved. It has been suggested that attempts to implement theories regarding teamwork do not always lead to those theories being put into practice, and as a result positive outcomes are not always found. The participation of employees in the development and implementation of an intervention may help to ensure that changes take place. In this longitudinal study (N=583) of teamwork implementation in Denmark we examined the links between pre-intervention working conditions and well-being, levels of participation in planning and implementation, employees' reports of changes in procedures, and intervention outcomes. Pre-intervention levels of autonomy and job satisfaction predicted the degree of employee participation in the planning and implementation of the intervention. Pre-intervention well-being and social support were linked directly to the degree to which employees reported changes in existing work practices concerning teamwork. 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| ispartof | Work and stress, 2012-04, Vol.26 (2), p.91-111 |
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| source | Sociological Abstracts; EBSCOhost Business Source Complete |
| subjects | Autonomy Biological and medical sciences Denmark Employees Fundamental and applied biological sciences. Psychology Human resources Intervention Job satisfaction Longitudinal studies Occupational health Occupational psychology organizational change Participation Perception Perceptions Personnel management process evaluation Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Social Support Stress Teamwork theories-in-use Well Being Work condition. Job performance. Stress Work Environment Worker Attitudes Worker Participation Working conditions |
| title | The importance of employee participation and perceptions of changes in procedures in a teamworking intervention |
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