The Line Manager's Role in Implementing Successful Organizational Interventions.

The aim of the paper is to discuss the role of the line manager in implementing to plan, implement and evaluate successful organizational interventions using our experiences from the ARK-program. Earlier literature has shown that line managers have a major influence on an intervention's outcomes (Nielsen, 2017; Saksvik, Nytrø, Dahl-Jørgensen, & Mikkelsen, 2002), however, there is a lack of knowledge about the managements' role throughout the entire intervention process and how line managers are influenced by the context at different levels. We therefore discuss the line managers' role within the five phase cycle of an organizational intervention, including preparation, screening, action planning, implementation and evaluation. We also introduce a more in-depth understanding of the context by using of the IGLO-model (Individual, Group, Leadership and Organizational level). Based on our knowledge and experience from the ARK-program we make some recommendations for (a) what the line managers need throughout the five phases in order to contribute to a successful intervention, and (b) on what the line manager has to provide in order to develop and implement a successful intervention process.

The line manager's role in implementing successful organizational interventions

The aim of the paper is to discuss the role of the line manager in implementing to plan, implement and evaluate successful organizational interventions using our experiences from the ARK-program. Earlier literature has shown that line managers have a major influence on an intervention's outcomes (Nielsen, 2017; Saksvik, Nytrø, Dahl-Jørgensen, & Mikkelsen, 2002), however, there is a lack of knowledge about the managements' role throughout the entire intervention process and how line managers are influenced by the context at different levels. We therefore discuss the line managers' role within the five phase cycle of an organizational intervention, including preparation, screening, action planning, implementation and evaluation. We also introduce a more in-depth understanding of the context by using of the IGLO-model (Individual, Group, Leadership and Organizational level). Based on our knowledge and experience from the ARK-program we make some recommendations for (a) what the line managers need throughout the five phases in order to contribute to a successful intervention, and (b) on what the line manager has to provide in order to develop and implement a successful intervention process

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Healthy Change Processes-A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop.

This paper explores a change process in the Central Norway Regional Health Authority that was brought about by the implementation of a new economics and logistics system. The purpose of this paper is to contribute to understanding of how employees' attitudes towards change develop over time and how attitudes differ between the five health trusts under this authority. In this paper, we argue that a process-oriented focus through a longitudinal diary method, in addition to action research and feedback loops, will provide greater understanding of the evaluation of organizational change and interventions. This is explored through the assumption that different units will have different perspectives and attitudes towards the same intervention over time because of different contextual and time-related factors. The diary method aims to capture the context, events, reflections and interactions when they occur and allows for a nuanced frame of reference for the different phases of the implementation process and how these phases are perceived by employees. Copyright © 2016 John Wiley & Sons, Ltd.

Dispositional resistance to change: measurement equivalence and the link to personal values across 17 nations.

The concept of dispositional resistance to change has been introduced in a series of exploratory and confirmatory analyses through which the validity of the Resistance to Change (RTC) Scale has been established (S. Oreg, 2003). However, the vast majority of participants with whom the scale was validated were from the United States. The purpose of the present work was to examine the meaningfulness of the construct and the validity of the scale across nations. Measurement equivalence analyses of data from 17 countries, representing 13 languages and 4 continents, confirmed the cross-national validity of the scale. Equivalent patterns of relationships between personal values and RTC across samples extend the nomological net of the construct and provide further evidence that dispositional resistance to change holds equivalent meanings across nations.

Outsourcing in the public refuse collection sector: exploiting old certainties or exploring new possibilities?

An outsourcing process in a medium-size city, by Norwegian standards, provided the background for our study. In 1996, the city council decided to contract out the refuse collection in half of its total area (the western part of the city), and to let the public refuse collection enterprise continue to collect in the other half of the area. The public enterprise also participated in the competitive tender, without success, however. The bid submitted by the public refuse collection enterprise was used as the basis for a benchmarking process performed by the chief administrative officer of the city in May 1999. The process resulted in the requirement that the public enterprise downsize its number of refuse collectors by 27 per cent. The city thus acquired a more cost-effective refuse collection system both in the western part, now run by a private company, and in the rest of the city, where the collection remained the responsibility of the public enterprise, in its newly pared-down and reorganized version. Detectable changes in the refuse collectors' health status in the three-year period immediately following the outsourcing constitute our main focus in this study. We found that the downsizing and reorganization of the public enterprise had a negative impact on the refuse collectors' health status. One year after the downsizing, six of the 27 refuse collectors remaining in the public enterprise had been diagnosed with heart problems or musculoskeletal pains that were sufficiently serious to form the basis of their individual approaches to secure a disability pension, which all six were in the process of acquiring. The registered sick leave among the refuse collectors showed a dramatic increase during the same period. We found clear indications that the refuse collectors remaining in the employment of the public enterprise had no alternatives in the labour market. Although not the focus of this study, we found that the totality of costs and benefits, not only for the enterprise in question, but also for local and national authorities, needs to be considered in any realistic assessment of the impact of public sector outsourcing of activities.

The impact of two organizational interventions on the health of service sector workers.

Studies focusing on interactive service work that involves face-to-face interactions between employees and customers/clients have shown that employees tend to show symptoms of job dissatisfaction, stress, and emotional exhaustion because they are expected to display or suppress certain emotions in the performance of their jobs. To meet the health challenges and reduce sickness absenteeism among employees in this sector, two organizational interventions were implemented among service workers employed by the municipality and in a shopping mall in a medium-sized Norwegian city. In a field experiment, the authors evaluated the effect of this type of intervention on employee health. The experiment combined survey measures (pre- and post-intervention) with observations and unstructured interviews. The survey data showed positive changes on only two of the measured variables among the shopping mall employees, and no effect on the municipal employees. This article focuses on the qualitative data, which show how constraints related to time and to interactional and organizational practices impeded full involvement of the employees during implementation of the interventions. The authors discuss the results from the perspective of the general challenges of implementing interventions in the service sector.

Expanding the psychosocial work environment: workplace norms and work-family conflict as correlates of stress and health.

This study examined the contributions of organizational level norms about work requirements and social relations, and work-family conflict, to job stress and subjective health symptoms, controlling for Karasek's job demand-control-support model of the psychosocial work environment, in a sample of 1,346 employees from 56 firms in the Norwegian food and beverage industry. Hierarchical linear modeling analyses showed that organizational norms governing work performance and social relations, and work-to-family and family-to-work conflict, explained significant amounts of variance for job stress. The cross-level interaction between work performance norms and work-to-family conflict was also significantly related to job stress. Work-to-family conflict was significantly related to health symptoms, but family-to-work conflict and organizational norms were not.