 Best Practice Models for Managing Stress in Teams and IndividualsJane Cranwell-Ward and Alyssa Abbey Chapter 17 in Organizational Stress, 2005, pp 159-183 from Palgrave Macmillan Abstract: Abstract Increasingly, organizations are looking for proactive and consistent ways to deal with stress-related illness and absence, and to give managers the skills and knowledge to do this. However, the wheels in many organizations turn slowly and implementing policies and procedures can take months or even years. If organizations would make this a higher priority and speed up the process, there are a great number of employees with stress-induced depression, anxiety, panic disorders, or other illnesses who would benefit greatly from their cases being managed in a structured way. Human resources (HR) and occupational health (OH) have important roles to play, but as mentioned in the previous chapter, the line manager is in the best position to help prevent and initiate support for stressed employees. Unfortunately, in the vast majority of organizations that the authors have worked with, there is no defined procedure for managers to follow if: they suspect a team member is stressed (in hyper-stress or distress) a member of their team is absent due to stress. Keywords: Occupational Health; Sickness Absence; Emotional Intelligence; Line Manager; Occupational Health Service (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-52280-0_17 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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