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Field
Abstract
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Before
We seek to evaluate a worker voice intervention implemented in a large German firm. The intervention aims to improve job satisfaction, attendance, and retention among the firm's workers. It gives workers the opportunity to voice their concerns and shape local working conditions. In this pre-analysis plan, we set out the design, data, estimation, and inference methods we plan to use.
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After
We seek to evaluate a worker voice intervention implemented in a large German firm. The intervention aims to improve job satisfaction, attendance, and retention among the firm's workers. It gives workers the opportunity to voice their concerns and shape local working conditions.
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Field
Intervention (Public)
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Before
The intervention adheres to the following protocol:
- A team of psychologists and physicians from the health management unit of the company (HM) visits the plant and offers workers the opportunity to talk to them about their working conditions and the workplace climate. The HM encourages workers to propose changes in, e.g., work processes, equipment, or communication.
- The HM forwards the accumulated feedback in an anonymized form to the local plant managers and supports them in drafting a list of tangible measures in response to the feedback.
- In a workshop moderated by the HM, plant managers and workers discuss the managers' proposal and agree on a final set of measures.
- The final catalog of measures is posted at the local plant and implemented for initially three months. During this trial period, the HM monitors compliance with the measures by revisiting the plants regularly.
- At the end of the first trial period, the HM organizes a second workshop where plant managers and workers evaluate the effectiveness of the measures. This workshop provides the opportunity to amend or abolish existing measures and to introduce new measures.
- A second three-month trial phase follows for the revised catalog of measures, which is again accompanied by the HM, albeit less closely than the first.
- At the end of the second trial period, the HM conducts a final workshop with plant managers and workers to promote the sustainability of measures that have been perceived as positive. This marks the end of the intervention.
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After
The intervention adheres to the following protocol:
- A team of psychologists and physicians from the occupational health management unit of the company (OHM) visits the plant and offers workers the opportunity to talk to them about their working conditions and the workplace climate. The OHM encourages workers to propose changes in, e.g., work processes, equipment, or communication.
- The OHM forwards the accumulated feedback in an anonymized form to the local plant managers and supports them in drafting a list of tangible measures in response to the feedback.
- In a workshop moderated by the OHM, plant managers and workers discuss the managers' proposal and agree on a final set of measures.
- The final catalog of measures is posted at the local plant and implemented for initially three months. During this trial period, the OHM monitors compliance with the measures by revisiting the plants regularly.
- At the end of the first trial period, the OHM organizes a second workshop where plant managers and workers evaluate the effectiveness of the measures. This workshop provides the opportunity to amend or abolish existing measures and to introduce new measures.
- A second three-month trial phase follows for the revised catalog of measures, which is again accompanied by the OHM, albeit less closely than the first.
- At the end of the second trial period, the OHM conducts a final workshop with plant managers and workers to promote the sustainability of measures that have been perceived as positive. This marks the end of the intervention.
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