Options for the Management of Stress in the Workplace: an Organizational Approach

Valerie J Sutherland and Cary L Cooper

Chapter 7 in Strategic Stress Management, 2000, pp 159-230 from Palgrave Macmillan

Abstract: Abstract We have now considered all the necessary issues in respect of the first two of our ‘As’ in our ‘triple A’ approach to the management of stress, namely, ‘AWARENESS’ and ‘ANALYSIS’. To achieve this we have examined the stress process, explained its origins, provided definitions of stress, and a model of stress to guide the process of analysis. In order to complete the process of ANALYSIS, a means of identification and measurement of stress at work has been described. This is the ‘stress audit’. The objective of this type of psychological risk assessment is to enable the organization to optimize the performance and health of the workforce. This is achieved by eliminating or minimizing sources of stress that are damaging in their consequences. Thereby we are acknowledging the maxim ‘healthy work force — healthy organization’(Davies and Teasdale, 1994). In this instance, we use the word ‘health’ in its widest sense, to mean not just the absence of physical and psychological diseases, but to describe feelings of well being, happiness, and satisfaction. Indeed, it is about obtaining a ‘good quality of life’. Research findings highlight the nature of stress in the workplace in terms of potential ‘hot spot’ issues. Thus, the steps described so far are necessary to guide and inform the ACTION phase of the stress management process. This is the final ‘A’ in our triple A approach to stress management. ‘Action’ is the subject of our final chapter.

Keywords: Sickness Absence; Stress Management; Role Ambiguity; Occupational Health Service; Anger Management (search for similar items in EconPapers)
Date: 2000
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50914-6_7

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DOI: 10.1057/9780230509146_7

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