Intervention effects for direct and indirect participants in an organisational health intervention: A mixed-methods study

While implementing participation in an organisational health intervention (OHI), the formation of a group representatives responsible for developing and realising action plans is common approach. This mixed-methods study aimed (a) to examine differential effects employees who are directly involved decision making (direct participants [DPs], N = 84) compared with remaining (indirect [IPs], 99) (b) explore transfer process between these groups. Quantitative surveys were collected at two time points (follow-up after six months), four focus discussions conducted during follow-up phase. The results show that DPs experienced improvement outcomes (psychosocial working conditions affective states work) IPs. For IPs, no positive change was observed. However, further subgroup analyses found IPs “successful teams” also able experience outcomes. Qualitative data gave insights into beneficial less mechanisms could explain highlights importance considering forms quality OHIs offers processes shaping whole teams.