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Organizational interventions are often recommended when organizations want to improve employee psychological health and well-being. Research, however, has revealed inconsistent results and reviewers have called for research on why interventions either bring about desired change or fail to do so. Answering the “how” and “why” of intervention outcomes requires a close examination of the elements that hinder or facilitate desired outcomes, thus moving beyond evaluation of only the overall effects. In this paper, we present an evaluation framework based on recent intervention research and process-oriented organization theory. The framework offers suggestions for which elements to include when evaluating organizational interventions. Within the framework, elements crucial to intervention evaluation are grouped into four overarching categories that we argue are crucial to evaluation over the five phases of an intervention programme. These categories are: the organizational “actors”; the mental models of those actors; the context of the intervention; and intervention design and process. Evaluation during the process as well as of the overall effects, as recommended by this framework, should throw light on what works for whom, why, how and under which circumstances. [ABSTRACT FROM PUBLISHER]

Job crafting describes a set of proactive behaviours in which employees may engage to shape their work in order to minimize hindering job demands and maximize resources and challenging demands. Such behaviours may be particularly important among blue-collar workers whose jobs are characterized by poor working conditions and low well-being. We present the development and adaptation of a job crafting measure that may be used among blue-collar workers, based on an existing scale by Tims, Bakker, and Derks (2012) that was not specifically developed for blue-collar workers. We test the validity and reliability of the measure in a longitudinal study based on multiple source information from mail delivery workers in Denmark (N=362 at Time 1; N=408 at Time 2). Results indicate the presence of five job crafting dimensions: increasing challenging demands, decreasing social job demands, increasing social job resources, increasing quantitative demands and decreasing hindering job demands. These can be reliably measured with 15 items. The measure shows acceptable discriminant and criterion validity, and test-retest reliability. The findings extend the application of the original questionnaire. They also add to knowledge of the job crafting behaviours in which blue-collar workers engage and link them to well-being outcomes. [ABSTRACT FROM AUTHOR]