Dynamics of Stress

Appley, Mortimer H.; Trumbull, Richard

doi:10.1007/978-1-4684-5122-1

Cited by 62 publications

References 126 publications

(157 reference statements)

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The costs, benefits, and limitations of organizational level stress interventions

1999

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SummaryModels of organizational stress posit that a number of undesirable employee states and behaviors, such as lower levels of well-being and performance, and higher levels of absence and turnover are caused by organizational stress. It is often suggested that organizational level interventions which aim to reduce stress, such as job redesign, will therefore reduce or eliminate these states and behaviors. This suggestion is, however, based on two unsupportable assertions. The ®rst is that these states and behaviors are caused by organizational stress. While there is some limited evidence for the role of stress, the quality of this evidence is severely compromised by numerous methodological and conceptual problems. The second assertion is that organizational level interventions aimed at changing some of these states and behaviors will actually have an eect, and that these eects will be uniformly positive. However, the available evidence suggests that these interventions often have little or no eect, and where they do have eects, these may be both positive and negative., The implications of this analysis for future work on organizational level stress interventions are discussed.

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The costs, benefits, and limitations of organizational level stress interventions

1999

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Stress and gender

Frankenhaeuser¹

1996

Eur. Rev.

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Research on stress and gender carried out in the author's laboratory over two decades is reviewed. Problems related to stress in women's and men's everyday life have been approached by combining concepts and methods from the behavioural, social and biomedical sciences, using neuroendocrine and cardiovascular measurements as indices of the pressures to which women and men are exposed. Special attention has been given to men and women in leadership roles. Results are reported from studies concerned with balancing demands from work and family, the dilemma of the dual-career couple, and women managers' difficulty unwinding after work. On the basis of the results it is suggested that while women in high-grade positions have higher stress levels than their male counterparts, they have a wider repertoire of stress-management strategies and, hence, cope more effectively.

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