Evaluation of an occupational stress intervention in a public agency
评估了一项基于组织发展和Karasek工作压力模型的干预措施在两个公共部门中的效果，发现一个部门效果混合，另一个部门效果微弱或负面，并讨论了实施障碍。
Abstract Only in several controlled studies have organizational or situational stressors (in contrast to individuals) been targeted for change in order to reduce occupational stress. This study evaluates the impact of an intervention which was based on organizational development, action research and Karasek's job strain model. Employee committees conducted problem diagnosis, action planning, and action taking in two departments in a public agency. Waiting list control departments and pre‐ post‐ and follow‐up assessment were utilized. Results indicated a mixed impact of the intervention in one department, but a negligible or negative impact in the other. Obstacles to the effective implementation of the intervention strategy are discussed. These included a limited focus for the committees (department‐wide rather than agency‐wide), the negative impact of a major agency reorganization, and the lack of a more formal management and labour commitment to maintaining the stress reduction and organizational change process.