Open AccessInvestigating Managerial Qualities to Support Sustainable Intervention Effects in the Long Term
Author(s) -
Per Øystein Saksvik,
Marit Christensen,
Silje Fossum,
Kristin Lysklett,
Maria KaranikaMurray
Publication year - 2020
Publication title -
nordic journal of working life studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.322
H-Index - 15
ISSN - 2245-0157
DOI - 10.18291/njwls.v10i2.120821
Subject(s) - intervention (counseling) , empowerment , psychological intervention , line management , term (time) , duration (music) , qualitative research , work (physics) , unit (ring theory) , process (computing) , order (exchange) , psychology , business , process management , applied psychology , knowledge management , operations management , engineering , computer science , sociology , political science , mechanical engineering , art , social science , physics , mathematics education , literature , finance , quantum mechanics , psychiatry , operating system , law
It is crucial to understand how interventions can be designed and implemented in order to support successful and sustainable effects in the long term. Intervention management can be important in this regard, but we have limited knowledge on the managerial strategies that can help to sustain the effects of an intervention over time. In this paper, we present a qualitative study of an intervention that had a duration of five years. We carried out 11 in-depth interviews on the role and qualities of the manager in the intervention process and effects. Results from the intervention unit showed that an engaged line manager was essential for promoting employee motivation and involvement in the longer term, which was achieved through building empowerment and trust, establishing a work group, and use of some support by external consultants. In conclusion, this intervention indicated that building good intervention management is important for sustainable intervention effects.