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Psychology and intervention for industry

The reviewed paper provides a compelling opportunity to analyze the diversification of concepts associated with organizational and industrial settings. This paper will perform an analysis of certain managerial procedures and settings that are undertaken to help improve conditions across the board. The interventions that are used for such improvements can be monitored over a given time period to ascertain whether or not the interventions have been effective.

The paper under review is based on the concepts of management which relate to human resources development. A long established concern for businesses within every industry is the working life of employees, and how this working life changes over time. Having said this, it is unfortunate that only the minimal amount of research has been conducted longitudinally into the elements of the career progression of employees, the influence of an organization, and the physical and mental health of employees. Accordingly this paper seeks to find out what possible impacts on the wellbeing of employees individually and at large that three different structured management development procedures. This particular study concerns female physicians.

The three management initiatives under study to see the relevant impacts are the:

1. Management network programs - This involved continual group meetings with a number of different themes. Teachers and supporters of the program changes on a weekly basis.

2. Traditional management lectures - A weekly lecture was provided on the topic of different management techniques.

3. Mentor programs - This would involve a personal mentor who would provide lectures and seminars, with lectures on a daily basis and seminars on a weekly basis.

This intervention program was employed over the course of a year, and to determine the effectiveness of the program the results of the program on the people who took part were compared to a control group. In general the resulting evidence was highly positive, with significant improvements in organizational influence ratings, feedback for management processes, perceptions of the leadership within the organization, feedback on supervisor contact, and individual skill development in comparison to the control group. Having said this, the results which related to individual workplace wellbeing and health, and career progression did not show any marked improvements. The specifics of the industrial and organizational interventions, and their administration and results are discussed in detail below.

Professional Wellbeing - The group that was exposed to the intervention procedures did more positively in regards to supervisor contact, and the development of key skills. Having said this, there was no difference evident in attitudes towards leaving the present job, and many of the people taking part still maintained serious thoughts on finding a new job.

Work Satisfaction - Analyzing overall levels of work satisfaction gives information on the general implications of these interventions. A high variance has been noted between the two groups, presenting that in many of the work satisfaction traits, the interventions have provided significant results.

Work Absenteeism - If the factors of age, participation, authority, experience and influence are all taken into similar account between the two groups, then the group exposed to the intervention provided no difference in absenteeism. Likewise with other performance factors such as intention to quit, work satisfaction, work exhaustion, and mental energy were relatively unchanged for the intervention group.

Organizational Wellbeing - It can be argued that in some ways a significant change and visible development has been seen for the intervention group. In contrast to the control group, there was a far higher appreciation of organizational influence and feedback, and the opinion of organizational leadership. Having said this, given the non-improvement over workload, efficiency, knowledge and clarity of goals, and other aspects of authority neutralize this development, leading overall to differences between the intervention and control groups that are statistically insignificant.

In conclusion, this study provides a clear and effective example in the usage of industrial and organization intervention, how it can be introduced into the workplace, and furthermore how it can be monitored and subsequently evaluated. These results are quite significant because of the longitudinal nature of the study which stretched over the period of a year for the members who participated. Also, the diverse range of results gained within a number of different and widely varying categories highlights the quality of the study, with a good level of depth and intricacy. Furthermore this study presents the fact that industrial and organization interventions require continual participant monitoring, with the appreciation of individual traits and personalities. True meaning to many of the results can only be gained with a true understand over the nature of the humans in question, and optimal management can only be acquired if an adequate depth of understanding is reached.

References

Jansson von Vultee, P., Axelsson, R., and Arnetz, B. (2004). Individual and Organizational Well-

Being of Female Physicians - An Assessment of Three Different Management

Programs. MedGenMed.

https://www.pubmedcentral.gov/articlerender.fcgi?tool=pmcentrez&artid=1140715.