Table 3. Synthesis of the quality of evidence of organizational-level interventions with a focus on employees’ health, wellbeing or labor market retention from 22 reviews (group 2).

Type of outcome	N reviews (R), studies (S), studies with a control group (CG)	Job groups	Quality of reviews	Quality of evidence	Comment a	References
Burnout	8 R 125 S (38 CG)	Various / Health care staff	3 strong, 5 moderate	⋆⋆⋆ Strong	There is strong quality evidence that organizational-level interventions either by themselves or in combination with individual intervention components can reduce burnout.	Panagioti et al 2017 (64) Awa et al 2010 (44) Dreison et al 2018 (24) Pijpker et al 2020 (65) DeChant et al 2019 (9) Xu et al 2020 (40) West et al 2016 (39) Williams et al 2018 (68)
Various health and wellbeing outcomes	6 R 83 S (74 CG)	Various	3 strong, 3 moderate	⋆⋆ Moderate	There is moderate quality evidence that organizational-level interventions that aim to improve employees’ various health and wellbeing outcomes can lead to positive effects.	Montano et al 2014 (8) Corbiere et al 2009 (52) Gilbody et al 2006 (26) Romppanen et al 2016 (33) Lee et al 2014 (61) van Wyk et al 2010 (38)
Stress	6 R 47 S (43 CG)	Various	3 strong, 3 moderate	Inconclusive evidence due to contradictory results	There is contradictory evidence about the ability of organizational-level interventions to reduce stress.	Richardson et al 2008 (6) van der Klink et al 2001 (67) Giga et al 2003 (57) Ruotsalainen et al 2015 (7) Naghieh et al 2015 (31) Mimura et al 2003 (29)
Retention at work	2 R 6 S (1 CG)	Various / Health care staff	1 strong, 1 moderate	Inconclusive evidence due to lack of studies	There is inconclusive evidence due to lack of studies about the effect of organizational-level interventions on employee retention.	Cloostermans et al 2015 (23) Lartey et al 2014 (60)

^a For a detailed description of each review on the four outcomes, see e-Appendix 5, e-Table 5.2.