Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

297
timescale. However, whether or not the outcomes of this research have made either a positive or negative impact
on stress-related outcomes is impossible to distinguish for a few different reasons. For example, a review of
participatory research has indicated that in order to adequately be able to evaluate a change strategy a period of
at least one year should elapse between intervention implementation and attempting to evaluate the impact that
these interventions have had (McVicar, Munn-Giddings & Seebohm, P., 2012, in press). Similarly, there are a wide
variety of potential confounding variables which could easily have as much, if not more, of an impact than the
interventions implemented via the presented study. Differences between Survey 1 and Survey 2 show that the
participating organisation (PAO) is fast-moving and dynamic and it can be argued that the antecedents to these
organisational changes can strongly influence organisational outcomes, although it is likely that these would be
covered in the 'major life event' approach, rather than that of daily hassles. Along these lines political changes
throughout the UK have meant changes to UK public-sector organisations, which include political changes to the
PAO. Similarly financial changes to the participating organisation mean a number of employees had been made
redundant throughout the period of study, with demographic information for Survey 2 presented in Chapter VII
Section 3a.1 showing that the number of employees had reduced by approximately 48% over the 12 month
period in which the presented research has taken place. It is therefore difficult to determine at this point whether
or not the interventions implemented from the presented research have impacted upon employee experience of
stress. Despite this, results gathered have provided strong emphasis on changing many sources of daily hassles
for employees within the participating department.