Developing a framework for evaluation: a Theory of Change for complex workplace mental health interventions

Area of Science:

• Occupational health psychology
• Implementation science
• Program evaluation

Background:

• A significant gap exists in evidence-based methods for evaluating workplace mental health interventions.
• Current evidence suggests integrated, multi-component approaches are necessary but lack robust evaluation studies.
• Evaluating complex interventions requires consideration of diverse outcomes and implementation contexts.

Purpose of the Study:

• To develop a theory-driven approach for evaluating complex mental health interventions in occupational settings.
• To provide a rationale for how interventions achieve change within the MENTUPP project.
• To address the need for structured evaluation frameworks in workplace mental health.

Main Methods:

• Utilized a participatory approach to develop a Theory of Change (ToC) for the MENTUPP project.
• Integrated knowledge from six systematic reviews and a survey of practitioners and experts.
• Involved a large project team with diverse academic backgrounds.

Main Results:

• The Theory of Change (ToC) identified four long-term outcomes: improved mental wellbeing, reduced burnout, decreased mental illness, reduced stigma, and lower productivity losses.
• These outcomes are hypothesized to be achieved through six proximate and four intermediate outcomes in a chronological order.
• The intervention comprises 23 components targeting four levels: employee, team, leader, and organization.

Conclusions:

• The developed ToC map offers a theoretical framework for understanding how the MENTUPP intervention achieves its outcomes.
• It facilitates hypothesis testing by assessing outcomes alongside contextual factors.
• The framework serves as a model for future research on evaluating complex workplace mental health interventions.