The failure of most workplace strategies to integrate these factors is one of several serious limitations of these approaches. Organizational change . Emphasis has usually been on improved job satisfaction or productivity and has not generally been extended to worker health. When it has been, impacts on health outcomes appear mixed. Detailed implications of interventions are presented for the evaluation group, with summative comments on the second group generally reinforcing the evaluation-based observations.
Organizational change is slow, uphill and unpredictable.
It is complicated by an interplay among employee characteristics, workplace culture, industrial relations and workplace interests. A successful change process requires the participation of management and unions. Employee and management participation improves the chances of success of interventions and also promotes learning, sustains longer-term organizational change and lowers worker stress. There is no consensus on work-related determinants of health. Factors such as the socioeconomic context, its impact on organizational priorities and the relative balance of power among workplace parties all shape the definition of workplace health issues and the range and shape of interventions considered.