Lundmark Robert
Department of Psychology, Umeå University, Umeå, Sweden.
Front Psychol. 2023 Jul 13;14:1185735. doi: 10.3389/fpsyg.2023.1185735. eCollection 2023.
A participatory approach is widely recommended for organizational interventions aiming to improve employee well-being. Employees' participatory influence over organizational interventions implies that managers share power over decisions concerning the design and/or implementation of those interventions. However, a power-sharing perspective is generally missing in organizational intervention literature. The aim of this paper is therefore broaden the picture of the mechanisms that influence, more or less, participatory processes by conceptually exploring this missing part to the puzzle. These conceptual explorations departs from both an empowerment and a contingency perspective and results in six propositions on what to consider in terms of power-sharing strategies, reach, amount, scope, culture and capacity. Implications for research, as well as for organizations and practitioners interested in occupational health improvements, are then discussed. Especially, the importance of aligning power-sharing forms with the needs of the participating employees, and taking factors that can facilitate or hinder the power-sharing process into consideration, are stressed. The importance of training managers in power-sharing practices and supporting a participatory process is also highlighted.
一种参与式方法被广泛推荐用于旨在改善员工福祉的组织干预措施。员工对组织干预措施的参与性影响意味着管理者在有关这些干预措施的设计和/或实施的决策上分享权力。然而，组织干预文献中通常缺少权力分享的视角。因此，本文的目的是通过从概念上探索这个拼图中缺失的部分，来拓宽对或多或少影响参与过程的机制的认识。这些概念性探索既从赋权视角出发，也从权变视角出发，得出了关于在权力分享策略、范围、数量、程度、文化和能力方面应考虑的因素的六个命题。然后讨论了对研究以及对职业健康改善感兴趣的组织和从业者的启示。特别是，强调了使权力分享形式与参与员工的需求相匹配，以及考虑可能促进或阻碍权力分享过程的因素的重要性。还强调了对管理者进行权力分享实践培训和支持参与过程的重要性。
