Occupational stress management programmes: a practical overview of published effect studies

Abstract

There are many occupational stress management programmes available which are designed to prevent and cure the negative aspects of job-stress. The focus of the programmes can be directed towards the individual worker, the working group, the organization of the work or the organization as a whole. Moreover, programmes show a considerable variation with respect to the type of interventions they promote and their underlying assumptions, as well as their duration and costs. In this paper, effect studies of occupational stress programmes published between 1987 and 1994 are reviewed. The aim is to give a practical overview of the variety in occupational stress programmes, their scope, applicability and the evidence of their effectiveness. The paper updates the review by DeFrank and Cooper published in 1989.

Examining Occupational Stress, Sources of Stress and Stress Management Strategies through the Eyes of Management Consultants: A Multiple Correspondence Analysis for Latent Constructs

“…Unpredictably, sport was not verbalized as one of the SMS, as indicated in previous studies (Brown, Gilson, Burton, & Brown, 2011;Eriksen et al, 2002;Sjogren et al, 2005). These results indicated the relevance of stress management for the respondents and supported existing literature (Dilworth & Kingsbury, 2005;Grzywacz, Almeida, & McDonald, 2002;Ivancevich et al, 1990;Keita & Sauter, 1992;Kets De Vries, 2004;Siegrist, 1990;van der Hek & Plomp, 1997).…”

The benefits of interventions for work-related stress

“…In several reviews, a third focus has been discerned: the interaction between the individual and the organization. 14,18 Thus far, however, intervention studies conducted with this focus have been uncontrolled. 19 The outcome variables included were placed into 5 categories: (1) quality of work life, including such aspects as job demands, work pressure, job control, working conditions, and social support from management and colleagues; (2) psychologic resources and responses, including measures of self-esteem, mastery, beliefs, and coping skills 20 ; (3) physiology, including measures such as tension, electromyographic activity, (nor)adrenaline, and cholesterol level; (4) complaints, including stress or burnout rates or symptoms, somatic symptoms, and mental health status and symptoms (because of their significance in general health practice, depressive symptoms and anxiety symptoms were considered as separate subcategories); and (5) absenteeism.…”

Comprendre les ressorts des pratiques organisationnelles en matière de prévention des risques psychosociaux par les acteurs de l’entreprise

“…Si la plupart des auteurs considèrent la prévention primaire comme la plus efficace, les interventions centrées sur l'individu semblent les plus utilisées (Agence européenne pour la sécurité et la santé au travail, 2002 ;Bacharach et Bamberger, 2007 ;Courtemanche et Bélanger, 2000 ;Giga et coll., 2003 ;Hansez et de Keyser, 2007 ;Hansez, Bertrand et Barbier, 2009 ;Ivancevich et coll., 1990 ;Kompier et Cooper, 1999 ;Martin et coll., 2014 ;Murphy et Sauter, 2003 ;Semmer, 2003 ;Van Der Hek et Plomp, 1997 ;van der Klink et coll., 2001 ;Vézina et coll., 2006), en particulier : les formations à la gestion du stress ; les formations ou « coaching » proposés à des managers ; la mise en place de plans de carrière ; les débriefings (par exemple proposés à des personnels exposés à des fortes charges émotionnelles) ; ainsi que les actions qui visent l'amélioration de la gestion individuelle du stress (les « numéros verts », les traitements médicaux et psychothérapeutiques pour les symptômes et maladies liés au stress, les programmes d'assistance pour un stress post-traumatique ou d'aide au retour au travail après absentéisme prolongé).…”