The impact of organizational development interventions on stress and engagement

by Lerner, Jamie M., Ph.D., CAPELLA UNIVERSITY, 2015, 120 pages; 3715877


This study examines the relationship between stress and engagement, as it relates to organizational development (OD) interventions in the workplace. While OD interventions, a primary stress intervention, are often theorized to be better than secondary or tertiary treatments that merely reduce stress, rather than work to eliminate stress, current research on primary stress interventions has been mixed. This experiment sought to discover if enhancing engagement in the study could improve outcomes. To accomplish this, this study used a quantitative three-group pretest posttest design, with a sample of 163 workers in a childcare setting. One group was designed to be a high engagement group, who helped design and implement the intervention. A second group received the same intervention, while the third group received no treatment. Stress was measured with the Job Stress Survey, while engagement was assessed with the nine-item Utrecht Work Engagement Scale. The findings of the study did not demonstrate a significant difference between the two treatment groups, but did find that posttest stress levels were highest in the control group.

AdviserRebecca Loehrer
Source TypeDissertation
SubjectsBehavioral psychology; Management; Psychology
Publication Number3715877

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