2012/04/01 by Karina Nielsen, Raymond Randall · 1 citation
Business, Management and Accounting · Health Professions · Psychology · #Applied psychology #Clinical psychology #Developmental psychology #Intervention (counseling) #Job Satisfaction and Organizational Behavior #Perception #Psychiatry #Psychology #Social psychology #Workaholism, burnout, and well-being #Workplace Health and Well-being
paper · pdf · doi:10.1080/02678373.2012.682721
openalex publication_date 2012/04/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29
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.