Organizational occupational health interventions: what works for whom in which circumstances?

According to the EU Framework Directive 89/391/EEC, organizations have a legal obligation to ‘ensure the safety and health of workers in every aspect related to work’ and the European Framework Agreement of 8 October 2004 specifies that this includes psychosocial issues. The directive does not provide information on how to manage the psychosocial work environment and therefore the European Commission called upon the social partners to develop their own strategies [2]. As a result, national policies have been developed across Europe, e.g. the Management Standards in the UK [3], WorkPositive in Ireland [4], SOBANE (Screening, Observation, Analysis and Expertise) in Belgium [5], START in Germany [6] and the INAIL (National Institute for Insurance against Accidents at Work) methodology for the assessment and management of work-related stress in Italy [2,7,8]. All of these strategies apply a stepwise participatory approach to organizational-level occupational health interventions (OOHIs) aimed at improving employee health and well-being through changing the way work is organized, designed and managed [8].

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