Process and Effects Evaluation of a Digital Mental Health Intervention Targeted at Improving Occupational Well-Being: Lessons From an Intervention Study With Failed Adoption
Process and Effects Evaluation of a Digital Mental Health Intervention Targeted at Improving Occupational Well-Being: Lessons From an Intervention Study With Failed Adoption
复制标题
DOI：
10.2196/mental.4465
复制
发表时间：
2016-04-01
影响因子：
5.2
通讯作者：
Ermes, Miikka
中科院分区：
文献类型：
--
作者：
Muuraiskangas, Salla;Harjumaa, Marja;Ermes, Miikka
背景：数字干预有可能成为管理职业压力和福祉的具有成本效益的方法。然而，人们对个体层面的数字化干预在组织中的应用知之甚少。Objectives：本文的目的是研究无指导的数字化心理健康干预对职业幸福感的影响，以及影响干预应用的因素。干预是基于接受和承诺疗法（ACT），其目的是教授压力管理和心理健康的技能。它是通过一个移动的和一个基于网络的应用程序提供给两家信息和通信技术公司的员工的。主要的结果措施是感知压力和工作投入，测量的1项压力问卷（压力）和乌得勒支工作投入量表（UWES-9）。采用混合方法对干预过程中的变化机制和干预阶段进行了评价。最初的访谈是在2013年8月与两家公司的人力资源经理（n=2）面对面进行的。参与者通过信息会议和电子邮件邀请招募。干预期为2013年11月至2014年3月。参与者被要求在基线、基线测量后两个月和四个月完成在线问卷。最后的电话采访的志愿者参与者（n=17）和人力资源经理（n=2）进行了2014年4月至5月，5个月后baseline.Results：在所有的员工，只有27（8.1%，27/332）采取了应用程序的使用，平均使用4.8（SD 4.7）不同的日子。一开始，两家公司的幸福感都很好，没有观察到幸福感的显著变化。干预过程的活动未能将干预纳入工作场所的日常活动。那些使用该应用程序的人体验到了许多好处，例如在压力情况下的缓解。该应用程序被认为是个人幸福的工具包，提供了如何练习正念的具体说明。然而，许多障碍参与干预被确定在个人层面上，如缺乏时间，缺乏感知的需要，缺乏感知benefits.Conclusions：研究结果表明，无论是设置还是在这项研究中使用的方法是成功的，在目标组织采用新的数字化干预。在组织和个人两级都面临着障碍。在组织层面，高层管理人员需要参与干预计划，以适应组织政策、现有技术基础设施，并瞄准组织目标。在个人层面上，具体化预防性干预措施的好处并安排在工作场所使用应用程序的时间可能会增加采用率。
Background: Digital interventions have the potential to serve as cost-effective ways to manage occupational stress and well-being. However, little is known about the adoption of individual-level digital interventions at organizations.Objectives: The aim of this paper is to study the effects of an unguided digital mental health intervention in occupational well-being and the factors that influence the adoption of the intervention.Methods: The intervention was based on acceptance and commitment therapy (ACT) and its aim was to teach skills for stress management and mental well-being. It was delivered via a mobile and a Web-based app that were offered to employees of two information and communication technology (ICT) companies. The primary outcome measures were perceived stress and work engagement, measured by a 1-item stress questionnaire (Stress) and the Utrecht Work Engagement Scale (UWES-9). The intervention process was evaluated regarding the change mechanisms and intervention stages using mixed methods. The initial interviews were conducted face-to-face with human resource managers (n=2) of both companies in August 2013. The participants were recruited via information sessions and email invitations. The intervention period took place between November 2013 and March 2014. The participants were asked to complete online questionnaires at baseline, two months, and four months after the baseline measurement. The final phone interviews for the volunteer participants (n=17) and the human resource managers (n=2) were conducted in April to May 2014, five months after the baseline.Results: Of all the employees, only 27 (8.1%, 27/332) took the app into use, with a mean use of 4.8 (SD 4.7) different days. In the beginning, well-being was on good level in both companies and no significant changes in well-being were observed. The activities of the intervention process failed to integrate the intervention into everyday activities at the workplace. Those who took the app into use experienced many benefits such as relief in stressful situations. The app was perceived as a toolkit for personal well-being that gives concrete instructions on how mindfulness can be practiced. However, many barriers to participate in the intervention were identified at the individual level, such as lack of time, lack of perceived need, and lack of perceived benefits.Conclusions: The findings suggest that neither the setting nor the approach used in this study were successful in adopting new digital interventions at the target organizations. Barriers were faced at both the organizational as well as the individual level. At the organizational level, top management needs to be involved in the intervention planning for fitting into the organization policies, the existing technology infrastructure, and also targeting the organizational goals. At the individual level, concretizing the benefits of the preventive intervention and arranging time for app use at the workplace are likely to increase adoption.