Dancing between theory and practice: enhancing work engagement through work stress intervention
comunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8034
comunitat-uji-handle3:10234/8637
comunitat-uji-handle4:
INVESTIGACIONMetadata
Title
Dancing between theory and practice: enhancing work engagement through work stress interventionDate
2011-05Publisher
Wiley-BlackwellISSN
1090-8471; 1520-6564Bibliographic citation
Human factors and ergonomics in manufacturing & service industries (May/Jun. 2011), vol. 21, no. 3, 269–286Type
info:eu-repo/semantics/articleVersion
info:eu-repo/semantics/submittedVersionSubject
Abstract
This quasi-experimental and longitudinal study assesses the effectiveness of a work stress intervention (i.e., Team Redesign) to increase job and personal resources and to consequently reduce job strain and increase ... [+]
This quasi-experimental and longitudinal study assesses the effectiveness of a work stress intervention (i.e., Team Redesign) to increase job and personal resources and to consequently reduce job strain and increase employee psychosocial well-being in an enamel manufacturing company following the Resources-Experiences-Demands Model (RED Model) and within the Action-Research approach. The sample consisted of 108 employees at Time 1 and 72 employees at Time 2. Repeated-measures multivariable analysis of variance (MANOVA) showed that the Time × Intervention interaction had reliable, positive, and incremental effects on job resources (i.e., innovation climate), personal resources (i.e., professional self-efficacy and perceived competence), and motivational outcomes (i.e., work engagement, vigor, and dedication) on the intervention group (laboratory team, n = 9) when compared with the control group (n = 63 employees from different departments). Finally, we discuss the theoretical and practical implications based on the RED Model, including the feedback from Intervention (Action) to Theory (Research) [-]
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- PSI_Articles [589]