PurposeAlthough efforts have been made to specify the concept and the process of psychosocial risk management (PSRM), there is still a lack of knowledge on overcoming initiation and implementation barriers. The purpose of this paper is to explore how PSRM was implemented in different work contexts (under difficult and favourable conditions concerning the extent of management’s commitment and participative practices). Success factors are derived from the different work contexts.Design/methodology/approachThis study compares PSRM approaches across organizations in four European countries. A total of 41 interviews with 60 organizational stakeholders were carried out and supplemented with a corporate documents analysis. Commonalities and differences within and between ten organizational case studies were analysed from which good practice and lessons learnt could be extracted.FindingsThe authors found different approaches based on the extent to which organizational capacity (management commitment and participative practices to prevent psychosocial risks) was taken into account. Where capacity was restricted, external support was necessary to initiate and to implement the process. Where capacity was high, integration of PSRM into routine processes and connection with already existing processes was a dominating topic.Originality/valueCurrently, enabling and hindering factors are not systematically prioritized according to the specific context in which PSRM takes place and often they are not differentiated according to the level (e.g. personal, processual, structural and cultural) where they are situated. This study identifies PSRM versions at those different levels which can help in tailoring specific measures to the workplace conditions.
International Journal of Workplace Health Management – Emerald Publishing
Published: Aug 7, 2017
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