Knowledge clip lecture 5

Question 1

you can measure work performance through 4 ways, which ways?

Answer 1

• productivity
• in-role performance
• extra-role performance
• counterproductive work behavior

Question 2

what is procedural justice?

Answer 2

perceived fainess of the process and methods used by an organisation to make decisions, distribute resources and resolve disputes
- fairness of decision-making process rather than the outcomes

Question 3

what is distributive justice?

Answer 3

perceived fairness of the outcomes or distribution of resources, rewards and responsibilities within an organisation

Question 4

study on organisational justice and productivity loss, due to sickness absence and presenteeism
- examined longitudinal relationships between organisational justice and sickness absence and productivity loss
- complete panel design

what were important results?

Answer 4

• feeling not enough appreciated increased productivity loss a year later
• on the other hand: it was seen that productivity loss increased the perceived fairnes of the appreciation –> so reducing your productivity might help regain acuity after experiencing a period of feeling unappreciated
• unfair appreciation increased sickness absence (and vice versa)
• give a negative spiral

Question 5

organisational health policies, looking at the trichotomy

Answer 5

• person: workplace health promotion WHP
• work: occupational safety and health OSH
• organisation: comprehensive health policy (CHP)

Question 6

another study examined how health policy influences dedication of employees, measured several job resources as explanatory variables

what was main result?

Answer 6

healthy policy would enhance resources and therefore work engagement of employees as well

Question 6

example of health policy in a longitudinal design, 3 anual measurements (complete panel design)

what were the main results?

Answer 6

• health policy improves job satisfaction and reduces burnout and absence
• burnout and sickness absence reinforce each other over time
• health policy has no effects that could ‘backfire’
• health policy positive effect on dedication

Question 7

when evaluating the effects of an intervention, the best design is randomized controlled trial (not always possible), then quasi-experiment, then pre post-test experiment

what is the timeline of the evaluation of an intervention?

Answer 7

• orientation phase
• pre test phase
• process evaluation
• post test phase
• analysis phase
• feedback phase

Question 8

in analyzing the effects of an intervention, you need to combine the effect and process evaluation: you need to determine who, and to what extent, individual employees were exposed to the intervention: what was the participation?

what do you do?

Answer 8

• multiple regression to test STABILITY between pretest and posttest
• test extent to which there is SELECTION in the exposure to the intervention
• EFFECT, so whether the exposure contributes to the posttest

use of ODDS RATIO: OR = 1 –> no relationship

Question 9

why focus on process evaluation when evaluating an intervention, rather than effect evaluation?

Answer 9

• explicit information about why program failed
• gives feedback about improvement
• implement intervention in other settings
• interpret outcomes of intervention
• insight in working mechanisms

Question 10

what is according to Nielsen & Randall a common mistake in evaluation organisational level interventions?

Answer 10

focus on effect evaluation rather than process evaluation

Question 11

what does the article propose?

Answer 11

model for process evaluation that focuses on understanding how interventions are designed, implemented and perceived

Question 12

authors break the model down into three levels, each representing critical aspects that should be evaluated to understand the full dynamics of the intervention

what are the 3 levels?

Answer 12

• intervention design and implementation
• intervention context
• mental models

Question 13

what is phase 1: intervention design and implementation?

Answer 13

how intervention was conceptualized, initiated and carried out, important to understand the following:

• initiation
• intervention activities
• implementation strategy
• roles of key stakeholders (senior and middle management support and employee participation)

Question 14

what is phase 2: intervention context?

Answer 14

focus on organisational and environmental context in which intervention took place

• omnibus context: broader situational factors (where and when, cultural and structural aspects of organisation)
• discrete context: specific events or changes that occur during intervention that may influence outcomes

Question 15

what is phase 3: mental models?

Answer 15

perceptions, attitudes and beliefs of participants and key stakeholders –> determines how stakeholders engage with the intervention

• readiness for change: are participants ready to change?
• shared mental models: employees develop shared mental models and this influences how they perceive the intervention

Question 16

what does the article stress mostly?

Answer 16

importane of triangulating data from different sources to provide a comprehensive understanding of the intervention process

by adopting a process evaluation framework, researchers and practitioners can gain a more nuanced understanding of why intervention succeed