Organizational stress management : a strategic approach

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010275494	HF5548.85 W38 2010	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000010277685	HF5548.85 W38 2010	Open Access Book	Book	Searching... Unknown

Including practical advice on how to conduct a stress audit and how to target stress 'hot spots' within an organization, Organizational Stress Management provides a fresh strategic model for the manager concerned with the negative effects stress can have both on company performance and the quality of life of individuals at work.

Author Notes

CARY COOPER is Distinguished Professor of Organizational Psychology and Health at the Lancaster University Management
School, UK. He is the author of over 100 books, has written over 400 scholarly articles, and is a frequent contributor to
national newspapers, television and radio. He is a Fellow of the British Academy of Management and also of the US-based Academy of Management. In 2001 he was awarded a CBE in the Queen's Birthday Honours List, and he was Founding Chair of the Sunningdale Institute in the National School of Government, UK. He was also the lead scientist to the UK Government Office for Science on their Foresight program on Mental Capital and Wellbeing, and was appointed a member of the expert group on establishing guidance for the National Institute for Health and Clinical Excellence on stress management in the workplace in
2009. Professor Cooper is Chair of the Academy of Social Sciences, President of the British Association of Counselling and Psychotherapy, a national Ambassador of the Samaritans, and Patron of Anxiety UK. HR Magazine named him the '6th Most Influential Thinker in HR' in 2009.

Honorary fellowship for Cary Cooper
http://www.lums.lancs.ac.uk/news/18953/honorary-fellowship-for-cary-c/

VALERIE J. SUTHERLAND is an occupational psychologist. As an independent consultant, her particular interest is the 'healthy organization' promoted by an integrated and strategic approach to stress management. Dr Sutherland has researched and published several books on stress, safety performance and individual health and well-being. She was formerly a Senior Lecturer in
Organizational Psychology at the University of Manchester School of Management in the UK and was the Director of its Centre for Business Psychology.

ASHLEY WEINBERG is an occupational psychologist with twenty years' experience in the areas of stress and mental health at work, and a Senior Lecturer in Psychology at the University of Salford, UK. A British Psychological Society media contact, he is a regular
contributor to television and radio broadcasts, as well as newspaper articles on psychological well-being and organizational behavior. In 2007 Ashley published Surviving the Workplace; A Guide to Emotional Well-Being with Cary Cooper and is editor of The Psychology of Politicians.

Peter Jenkins

List of Figures, Tables and Box	p. x
Acknowledgements	p. xi
List of Abbreviations	p. xii
Chapter 1 Change and the Need for Change	p. 1
Need for an organizational approach to stress management	p. 1
Endorsement for change	p. 2
A brief history of the changing work environment	p. 11
The future of change	p. 13
The changing nature of the workplace: consequences and costs	p. 24
Structure of the book	p. 35
Chapter 2 Stress and the Law	p. 37
Legal perspectives on workplace stress	p. 38
Health and safety law	p. 38
Laws prohibiting discrimination and harassment	p. 40
Harassment	p. 42
Employment contract law	p. 44
Personal injury litigation	p. 45
A policy for stress management	p. 51
Summary	p. 52
Chapter 3 What is Stress?	p. 53
Defining "stress"	p. 54
The origins of stress research	p. 57
A response-based model of stress	p. 57
A stimulus-based model of stress	p. 64
From stress to well-being	p. 65
An interactive model of stress	p. 67
Stress: myth, reality or scapegoat?	p. 70
Adaptive versus maladaptive ways of coping with stress	p. 72
Change as a source of stress	p. 73
Chapter 4 Understanding the Nature of Stress: Organizational Hot Spots	p. 76
Hot spots: job demands	p. 78
Hot spots: control at work	p. 92
Hot spots: support at work	p. 94
Hot spots: workplace relationships	p. 97
Hot spots: role-based stress	p. 102
Hot spots: changes to the job and the organization	p. 106
Summary	p. 110
Chapter 5 Stress, New Technology and the Physical Environment	p. 112
Brave new world	p. 112
Computer-based technology	p. 117
Electronic performance monitoring	p. 118
The demands of the physical environment	p. 124
Chapter 6 Conducting a Stress Audit	p. 132
The stress audit process	p. 134
Conducting a stress audit - who does it?	p. 141
Integrating a stress audit into current risk assessment processes	p. 143
Stress audit case studies	p. 144
The stress audit - Summary of steps	p. 148
Conclusion	p. 152
Chapter 7 Options for the Management of Stress in the Workplace: An Organizational Approach	p. 153
A tripartite model for stress management	p. 156
Primary level stress management interventions	p. 158
Changes in the macro-environment	p. 158
Changes in the micro-environment	p. 174
Secondary level stress management interventions	p. 194
Skills training	p. 195
Training as method of stress reduction	p. 195
Tertiary level stress management interventions	p. 232
Counseling services	p. 232
Employee assistance programs	p. 234
Training supervisors and managers in basic counseling skills	p. 238
Social support as a stress reducer	p. 239
Career sabbaticals	p. 240
Summary of an integrated model of stress management	p. 240
Conclusion	p. 242
Appendix	p. 244
References	p. 246
Index	p. 288

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Author Notes

Table of Contents