| CPO category
Definition | Selection of possible concepts in the intervention research literature
(for concrete indicator examples see corresponding references) |
| Omnibus context
General intervention and implementation setting | (i) Occupation (who), location (where), time (when), and rationale (why) [21]
(ii) Economic developments, regulatory/trade/economic policies, technological innovations, and changing worker demographics and labour supply (external context [44])
(iii) Organizational restructuring, new quality and process management initiatives, alternative employment arrangements, work/life/family programs and flexible work arrangements, and changes in benefit and compensation systems (organizational context [44]) |
| Discrete context
Specific individual, leader, group, and organisational (IGLO) aspects directly relevant to the implementation and change process | Leaders/individuals
(i) Line manager attitudes, employee readiness, and intervention history [20]
(ii) Readiness for/stages of change [45, 46]
(iii) Mental models of stakeholders [7, 8]
Groups/organisation
(i) Awareness of norms, diversity, early role clarification, manager availability, and constructive conflicts [47]
(ii) Climate and culture, task attributes, social-relational aspects of work, worker roles, and career development (work context [44])
(iii) Organisational resources, psychological resources, facilitating and obstructing elements of the design, and organization and management of work [48]
(iv) Task characteristics, social characteristics, and physical characteristics [21] |
| Implementation process
Time-limited enactment of all steps and elements of the original intervention plan | Implementation of intervention elements
(i) Recruitment, reach (e.g., number of workshop participants), dose delivered (e.g., number of workshops), dose received (e.g., engagement in workshops), fidelity of implementation as planned, and participants attitudes to and satisfaction with the intervention [16, 17, 27, 30, 49, 50]
(ii) Participation in intervention decision, stakeholder appraisals of intervention plans and activities, and observable and perceived exposure to intervention activities [48]
Implementation of intervention architecture
(i) Thorough diagnosis, definition of goals/vision, raising of shared problem awareness, building of coalition of leaders and drivers, lively communication, good time management, professional project organization and responsibilities, empowerment for self-optimisation, quick-wins and motivation, process flexibility, monitoring and controlling, and anchoring of change (12 success factors of change [51])
(ii) Multilevel collaboration, active support from managers, explication of tacit knowledge, continuous evaluation and adjustment, visualisation of process and results, appointment of facilitator, and defined project period [52] |
| Change process
All intended and unintended individual and collective dynamics triggered by the implementation process, leading to alterations in the organisation and its members | (i) Diffusion, shared meaning making, social identity building, social comparison processes, interpersonal influences, and social learning (psychosocial mechanisms of change [36]) |
| Proximate outcomes
All results of the change process that immediately arise | (i) Minor structural and strategic modifications (e.g., adapted agendas, rules of communication, and well-being checks [53])
(ii) Changes in attitudes, values, and knowledge [8]
(iii) Individual competencies and collective capacities for self-optimisation in teams [54] |
| Intermediate outcomes
All results of the change process with regard to factual (job-related) and social (people-related) processes | (i) Demand-control-support [55]
(ii) Effort-reward-Imbalance [56]
(iii) Job demands and resources [57] and ratio of resources and demands [58]
(iv) Team climate [59]
(v) Healthy organizational resources and practices: task resources, social resources, and healthy practices (HERO model [60])
(vi) Collective general resistance resources [61]
(vii) Work-related sense of coherence [62] |
| Distal outcomes
All higher-level results of the change process that evolve over time | (i) General health, mental health, and vitality (health and well-being scales of the COPSOQ Questionnaire [63])
(ii) Healthy employees: efficacy beliefs, trust, positive emotions, resilience, and work engagement/healthy organizational outcomes: organizational commitment, high performance, customer loyalty/satisfaction, and corporate social responsibility (HERO model [60])
(iii) Individual and collective sense of coherence [64] |
|
|
