Organisational Interventions

Author:

Biggs Amanda,Noblet Andrew,Allisey Amanda

Publisher

Springer Netherlands

Reference57 articles.

1. Adkins, J. A., & Weiss, H. M. (2003). Program evaluation: The bottom line in organizational health. In J. C. Quick & L. E. Tetrick (Eds.), Handbook of occupational health psychology (pp. 399–416). Washington, DC: American Psychological Association.

2. Aust, B., Rugulies, R., Finken, A., & Jensen, C. (2010). When workplace interventions lead to negative effects: Learning from failures. Scandinavian Journal of Public Health, 38, 106–119. doi: 10.1177/1403494809354362 .

3. Benach, J., Muntaner, C., Santana, V., & Chairs, F. (2007). Employment conditions and health inequalities. Final report to the WHO Commission on Social Determinants of Health (CSDH) Employment Conditions Knowledge Network (EMCONET). Geneva: WHO.

4. Biggs, A., & Brough, P. (in press). Challenges of intervention acceptance in complex, multifaceted organizations: The importance of local champions. In M. Karanika-Murray & C. Biron (Eds.), Derailed organizational stress and well-being interventions: Confessions of failure and solutions for success. London: Springer.

5. Biggs, A., Brough, P., & Barbour, J. (2014a). Strategic alignment with organizational priorities and work engagement: A multi-wave analysis. Journal of Organizational Behavior, 35, 301–317.

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