Change And The Need For Change

Ashley Weinberg, Valerie J. Sutherland and Cary Cooper
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Ashley Weinberg: University of Salford
Cary Cooper: Lancaster University

Chapter 1 in Organizational Stress Management, 2010, pp 1-36 from Palgrave Macmillan

Abstract: Abstract Many of us would subscribe to the adage, “If it’s not broken, don’t fix it”, but we are also aware that if “it” is our workplace, then things are constantly changing. Where jobs depend on success in our area of work – and most tend to – there are nagging doubts and fears that “it” might not be good enough to help us maximize our potential and to ensure that the future is bright for all concerned. These concerns could provide the impetus for the “fix” needed to guarantee performance and effectiveness. In particular, these reflect the health and performance of the organization, which in turn are underpinned by the well-being and job satisfaction of its employees. Therefore, this book addresses the ways in which we can maximize performance and health in the workplace by using an integrated, organizational strategy to optimize well-being and, in turn, manage stress. It differs from other traditional stress management books in three main ways:

Keywords: Sickness Absence; Psychological Contract; Employee Engagement; Foresight Project; European Work Condition Survey (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-20393-8_1

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DOI: 10.1057/9780230203938_1

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