***TASK*** the task is to summarize an input biomedical literature in six sentences 
    ***INPUT*** the input is a biomedical literature 
    ***OUTPUT*** the output is the summary of an input biomedical literature in six sentences 
    ***DOCUMENTATION*** 
    ***EXAMPLES*** 
    Input: OBJECTIVES Improvement of psychosocial work environment has proved to be valuable for workers ' mental health . However , limited evidence is available for the effectiveness of participatory interventions . The purpose of this study was to investigate the effect on  mental health among nurses of a participatory intervention to improve the psychosocial work environment . METHODS A cluster r and omized controlled trial was conducted in hospital setting s. A total of 434 nurses in 24 units were r and omly allocated to 11 intervention units ( n=183 ) and 13 control units ( n=218 ) . A participatory program was provided to the intervention units for 6 months . Depressive symptoms as mental health status and psychosocial work environment , assessed by the Job Content Question naire , the Effort-Reward Imbalance Question naire , and the Quality Work Competence question naire , were measured before and immediately after the 6-month intervention by a self-administered question naire . RESULTS No significant intervention effect was observed for mental health status . However , significant intervention effects were observed in psychosocial work environment aspects , such as Coworker Support ( p<0.01 ) and Goals ( p<0.01 ) , and borderline significance was observed for Job Control ( p<0.10 ) . CONCLUSIONS It is suggested that a 6-month participatory intervention is effective in improving psychosocial work environment , but not mental health , among Japanese nurses This study evaluated the effectiveness of a computer-based stress management training ( SMT ) program in improving  employees ’ psychological well-being and work performance . A total of 12 work units ( N=263 ) were r and omly assigned to either an intervention group ( 8 work units , n=142 ) or to a wait-list control group ( 4 work units , n=121 ) . All participants were requested to answer online question naires assessing psychological well-being as a primary outcome , and coping style , social support , and knowledge about stress management as secondary outcomes at baseline ( T0 ) , immediately after the intervention ( T1 ) , and 2 months after the intervention ( T2 ) . The group × time interaction was tested using a mixed-model repeated measures ANOVA . Results showed a group × time interaction for “ knowledge about stress management ” in the entire sample . Among participants who had more than 3 d of training , a significant group × time interaction was observed for “ problem-solving ” and “ avoidance and suppression ” as well as “ knowledge about stress management . ” Our computer-based stress management program was effective for improving knowledge about stress management . It was also effective for improving coping skills in instances where participants had enough time ( at least 3 d ) to complete all sessions OBJECTIVE Evidence -based Practice ( EBP ) implementation is likely to be most efficient and effective in organizations with positive social context s ( i.e. , organizational culture , climate , and work attitudes of clinicians ) . The study objective was to test whether an organizational intervention labeled Availability , Responsiveness and Continuity ( ARC ) could improve the organizational social context s of community-based mental health programs for youth . METHOD The study r and omly assigned 26 community-based mental health programs for youth to ARC or control conditions .  The organizational cultures , climates , and work attitudes of clinicians ( n = 197 ) in the programs were assessed with the Organizational Social Context ( OSC ) measure for mental health services at baseline and following the 18-month ARC intervention . RESULTS Hierarchical linear models ( HLM ) analyses indicated that organizational culture , climate , and work attitudes were significantly improved in the ARC condition after 18 months . Clinicians in programs assigned to ARC reported less rigid , less central ized and less apathetic organizational cultures , more engaged and functional organizational climates with less role conflict , and work attitudes with improved morale , job satisfaction , and organizational commitment . CONCLUSIONS ARC improved the organizational social context s of clinicians in community-based mental health programs for youth . Results suggest that organizational intervention strategies can be used to create the types of organizational social context s that are believed to be necessary for EBP implementation and other service innovations in mental health programs The Mental Health Action Checklist for a Better Workplace Environment ( MHACL ) is a tool for a worker participatory approach to improve work environments for worker mental health . The present study investigated the effects of an organizational intervention using the MHACL on reducing job stressors and the psychological distress of workers of a manufacturing enterprise in Japan with a controlled study design . Nine of 45 departments participated in a work environment improvement program  , including planning workshops , implementation and monitoring , between July and December 2005 ( intervention group , n=321 ) . The remaining 36 departments served as the control group ( n=750 ) . Outcomes ( job stressors , worksite support , psychological distress , etc . ) , measured using the Brief Job Stress Question naire , as well as sick leave days taken from the company record , were recorded before and six months after the program for both groups . Among women , skill underutilization , supervisor and coworker support , psychological distress , and job satisfaction changed more favorably in the intervention group than in the control group ( p<0.05 ) . No significant favorable effect of the program was observed among men . Improvements in the outcomes were more prominent among departments with a 50 % or higher rate of worker participation in the planning workshops and among departments with a 50 % or higher rate of implemented vs. planned actions . A worker participatory organizational intervention using the MHACL seems effective for promoting mental health among Japanese white-collar women OBJECTIVES The purpose of this study was to evaluate the effectiveness of a multi-component worksite stress management training ( SMT ) program among employees belong to Japanese steel company . METHODS Five workplaces were assigned to an intervention group and two workplaces to a control group . SMT with monthly 30-min sessions were provided to the intervention group for 6 mo . Intention-to-treat analyses were conducted among respondents of the intervention ( n=96 ) and control groups ( n=53 ) . RESULTS Significant favorable intervention effects were found on knowledge ( p<0.001 ) and marginally significant ones on professional efficacy ( p=0.074 ) at one-month after completing the program . No significant intervention effects were observed on psychological distress , physical complaints , or job performance ( p>0.05 ) . However , in per- protocol analyses of those who attended all sessions , significant favorable effects were observed on psychological distress and job performance , as well as knowledge and professional efficacy ( p<0.05 ) . In addition , subgroup analyses revealed that those with initial low job control showed a favorable intervention effect only on knowledge ( p<0.001 ) , whereas those with initial high job control showed favorable intervention effects on knowledge ( p<0.001 ) , professional efficacy ( p=0.023 ) and anxiety ( p=0.033 ) . CONCLUSIONS The results suggest that the multi-component SMT program is effective at improving knowledge and professional efficacy , although job control appeared to moderate the effect of the program on professional efficacy . The program may also be effective at reducing psychological distress and increasing job performance , if participants complete all sessions We investigated the effectiveness of a theoretically based role induction ( RI ) intervention that aim ed to clarify supervisee and supervisor role expectations and reduce supervisee anxiety , compared to st and ard supervision ( no-RI ) . Initially , a feasibility study investigated whether a RI for beginning supervisees would work in the context of a replicated single-subject experimental design ; specifically , it assessed whether the RI condition ( n = 2 ) would result in decreased anxiety compared to baseline and a no-RI condition ( n = 2 ) . Results suggested that the RI appeared viable and mitigated supervisee anxiety . To address the deficiencies of the feasibility study , for the main study , a more rigorous experimental multiple-baseline research design with r and omization procedures was employed to test the effectiveness of the RI intervention for reducing supervisee anxiety in 2 developmentally different groups : beginning supervisees ( n = 4 ) and predoctoral interns ( n = 5 ) . Specifically , this study investigated whether supervisee anxiety would be lower following the RI intervention for both groups and whether beginning supervisees would experience larger decreases in anxiety relative to interns . The 3 most salient findings were ( a ) the efficacy of a RI procedure for reducing the anxiety of novice counselor trainees was tentatively supported , ( b ) anxiety varied , sometimes markedly , from session to session , but nevertheless was not as pervasive as theorized , and ( c ) supervisee developmental level appeared to moderate the effects of the RI on supervisee anxiety , such that the RI decreased anxiety for most beginning supervisees and initially increased anxiety for interns . Implication s for theory , research , and training are discussed OBJECTIVE To test whether feedback and discussion of ergonomic and psychosocial working environment data during 1 short session with individual , groups , or supervisors of VDU workers had effects on ( 1 ) the quality of implemented modifications in workplace design , working technique , or psychosocial aspects ; ( 2 ) psychological dem and s , decision latitude , and social support ; ( 3 ) comfort during computer work , emotional stress , and prevalence of musculoskeletal symptoms or eye discomfort . METHODS Thirty-six workgroups from 9 organizations were r and omized to 3 feedback conditions ( individual , workgroup , supervisor ) or control . Follow-up was 6 months after intervention . Question naire data aggregated on the workgroup level were used . RESULTS Effect ( positive ) on social support was indicated from feedback to supervisors . CONCLUSION Feedback and discussion of ergonomic and psychosocial working environment data with supervisors of white-collar VDU workers may have positive effect on social support measured as a group characteristic . Sources of potential bias are discussed In this quasi-experimental study among staff of 29 oncology wards , the authors evaluated the effects of a team-based burnout intervention program combining a staff support group with a participatory action research approach . Nine wards were r and omly selected to participate in the program . Before the program started ( Time 1 ) , directly after the program ended ( Time 2 ) , and 6 months later ( Time 3 ) , study participants filled out a question naire on their work situation and well-being . Results of multilevel analyses showed that staff in the experimental wards experienced significantly less emotional exhaustion at both Time 2 and Time 3 and less depersonalization at Time 2 , compared with the control wards . Moreover , changes in burnout levels were significantly related to changes in the perception of job characteristics over time BACKGROUND The aim of occupational health care management programs ( OHMP ) is to improve the health status of  employees  , increase work ability and reduce absence time . This includes better coping abilities , work-related self-efficacy and self-management which are important abilities that should be trained within OHMPs . OBJECTIVES To study the effectiveness of an OHMP including special interventions to enhance self-efficacy  and  self-management . PARTICIPANTS Employees from the German Federal Pension Agency . METHODS Effects of an OHMP on sickness absence was studied by comparing an intervention group and two control groups . A core feature of the OHMP were group sessions with all members of working teams , focussing on self-efficacy and self management of the individual participant as well as the team as a group ( focus groups ) . Participants in the OHMP were asked for their subjective evaluation of the focus groups . Rates of sickness absence were taken from the routine data of the employer . RESULTS Participants of the OHMP indicated that they had learned better ways of coping and communication and that they had generated intentions to make changes in their working situation . The rate of sickness absence in the intervention group decreased from 9.26 % in the year before the OHMP to 7.93 % in the year after the program , while there was in the same time anincrease of 7.9 % and 10.7 % in the two control groups . CONCLUSIONS The data suggest that OHMP with focus on self-efficacy and self management of individuals and teams are helpful in reducing work absenteeism 
    Output:
    
We found that well-being and performance may be improved by : training workers to improve their own jobs ; training coupled with job re design ; and system wide approaches that simultaneously enhance job design and a range of other employment practice s. We found insufficient evidence to make any firm conclusions concerning the effects of training managers in job re design and that participatory approaches to improving job design have mixed effects .
Successful implementation of interventions was associated with worker involvement and engagement with interventions , managerial commitment to interventions and integration of interventions with other organisational systems .
Practitioner Summary : Improvements in well-being and performance may be associated with system-wide approaches that simultaneously enhance job design , introduce a range of other employment practice s and focus on worker welfare .
Training may have a role in initiating job re design or augmenting the effects of job design on well-being