We examine the concepts of stress, distress, and eustress and develop three tenets that are used to relate these concepts to three major theories or models of occupational stress. Selye's concept of eustress or “good stress” appears to be largely ignored in the literature, while the Yerkes Dodson Law is illustrated as a model for management practice. We suggest that the meaning assigned to the word stress has shifted from Selye's original formulation, and that this shift, in conjunction with the use of the Yerkes Dodson Law leads to inappropriate management of stress in organizations. We conclude that the concept that some stress is good and enhances performance should be rejected in favour of more useful and accurate concepts.

PurposeTo develop an argument for the retention of secondary approaches to stress management (those that focus on the individual within the organization) as first interventions, prior to the employment of primary approaches (those that focus on the organization's processes and structures). This is based on a reconsideration of eustress versus distress and a review of current empirical evidence on the effectiveness of stress management interventions.Design/methodology/approachMajor empirical studies and reviews are critically reviewed and placed within a theoretical framework derived from both early and more recent work in the field.FindingsThere is little empirical evidence on which to base recommendations for organization‐based stress management interventions as first or sole approaches and therefore the value of these as first or sole approaches is questioned. Instead secondary, individual‐focused, approaches are recommended as first‐line interventions prior to the adoption of organization‐based interventions.Practical implicationsIn practice secondary stress management approaches are currently most common. Broader primary approaches appear to have excellent theoretical support and a growing body of supportive literature and accompanying recommendations for employment. We suggest, however, that secondary approaches be employed prior to the introduction of primary methodologies within a client organization.Originality/valueThis paper provides a review and framework for interpreting/understanding the research on the effectiveness of stress management interventions and makes recommendations relevant to practitioners in the field.

Purpose – The purpose of this paper is to identify whether there are particular employee groups that are more vulnerable to work intensification and its outcomes for well-being. Design/methodology/approach – This paper utilises data collected in two representative national surveys in 2005 (n=1,004) and 2009 (n=1,016), first to determine which employee groups are most vulnerable to work intensification and, second, to identify who is more vulnerable to the impacts of high work intensity on well-being, in terms of job (dis)satisfaction, stress, fatigue, and work-life imbalance. Findings – Professionals reported significantly higher levels of work intensity than all other occupational groups, and higher levels of stress and work-life imbalance. In addition, full-time employees experienced greater work intensity than part-timers, and union members than non-union members. Public-sector employees reported greater stress and work-life imbalance than those in the private sector. There was also a small, but significant and consistent, interaction effect that identified women as more negatively impacted by high work intensity than men. Research limitations/implications – Professionals have become vulnerable workers, in the sense of high levels of work demand, and the notion of worker vulnerability needs to recognise this. Future research on vulnerable employees would benefit from a broader conception of what constitutes vulnerability, exploring a wider range of employee groups who might be considered vulnerable, and including a wider range of potential outcomes for the lives and well-being of the individuals concerned. In particular, a more finely grained examination of the working conditions of professionals would be desirable, as would a more detailed examination of the reasons for the higher negative impact of work intensity on women. Practical implications – One way of improving the sustainability of professional working is to foster higher rates of part-time working, which brings better outcomes in terms of stress and work-life balance. This, however, is hardly a societal remedy and the question of how to reverse deteriorating job quality among professionals, particularly those struggling to balance work and family demands, is something that needs much greater attention. Originality/value – The paper expands the notion of “vulnerable workers” to recognise those groups most at risk of work intensification, and the outcomes of that intensification for satisfaction, stress, fatigue, and work-life balance. The authors add to the small group of studies highlighting the degradation of professional work, as well as identifying other types of employee who are more vulnerable to work intensification. The use of two large-scale surveys, with a four-year gap, has allowed a high degree of consistency in the patterns of vulnerability to be revealed.

PurposeThe purpose of this paper is to examine perceptions of organisational politics (POP) as a mediator of the relationship between high-involvement work practices (HIWPs) and employee outcomes (trust in employer and employee engagement).Design/methodology/approachUsing a longitudinal time-lagged quantitative survey design, data were collected in two waves (n = 1,554, time 1, and n = 970, time 2). Direct and indirect (mediation) effects were tested through structural equation modelling (SEM) in AMOS.FindingsThe results of SEM suggest that HIWPs are positively associated with trust in the employer and employee engagement and negatively associated with POP. The data supported a partial mediation model in which POP mediated the relationship between HIWPs and both trust in the employer and employee engagement levels.Practical implicationsHIWPs reduce employees’ perceptions of the degree to which their work environment is politicised, enhance employee engagement and develop a more trusting relationship between employee and employer.Originality/valuePerceptions that workplace environments are characterised by political behaviours are ubiquitous and a large body of research has highlighted their detrimental effects on both employees and employers. This is the first study that has examined the potential of HIWPs in reducing such perceptions, which in turn, can foster employee engagement and enhance trust in the employer. Longitudinal studies of the effect HIWPs have on employee perceptions and attitudes are also still scarce.

Purpose The purpose of this paper is to illuminate enablers, barriers and vignettes of South Asian women leaders and possible paths to increase the influence and leadership of women in South Asia. Design/methodology/approach Navratna, the nine precious gems of ancient Indian literature are used to frame reflections on South Asian women leaders, and the Global Gender Gap Report of 2015 is used to give context to five barriers and five enablers to women’s leadership in the region. Illustrative vignettes of South Asian women in leadership roles are presented. These vignettes have been selected based on a case study approach of South Asian women leaders. Findings Five enablers that may help empower women towards greater leadership and influence are proposed: involving men in what should change, greater economic participation by women, supportive family, country- and context-specific leadership training, and finally grassroots advocacy, mentoring and role models. Originality/value The paper shines new light on women leaders whose sparking excellence in their specific field illuminate paths for others to follow and thus contributes to promoting research on multifaceted women leaders in South-Asia.