Preventive stress management in organizations.

Quick, James Campbell; Nelson, Debra L.; Hurrell, Joseph J.

doi:10.1037/10238-000

Cited by 365 publications

(435 citation statements)

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“…Moreover, we obtained substantial evidence that those benefits were mediated by increases in job control. These results lend strong support to occupational health psychologists (e.g., Quick et al, 1997) who advocate the introduction of work reorganization programs as an effective means of achieving improvements in workers' mental health and productivity. Future research may wish to examine the generalizability of our findings to non-governmental organizations; and, investigate, as noted above, the reason why job control mediates changes in a work reorganization intervention.…”

Section: Methodological Issues and Limitationssupporting

confidence: 54%

supporting

confidence: 55%

“…Job control mediates change in a work reorganization intervention for stress reduction For years, occupational health psychologists have advocated modifying aspects of the work environment that are associated with mental ill-health (e.g., Bunce & West, 1996;Ivancevich, Matteson, Freedman, & Phillips, 1990;Newman & Beehr, 1979;Murphy, 1984;Quick, Quick, Nelson, & Hurrell, 1997). These environmental risk factors arise from (unhelpful) ways in which work is organized.…”

Section: Job Controlmentioning

confidence: 99%

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Job control mediates change in a work reorganization intervention for stress reduction.

Bond¹,

Bunce²

2001

Journal of Occupational Health Psychology

272

202

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This longitudinal, quasi-experiment tested whether or not a work reorganization intervention can improve stress-related outcomes by increasing people's job control. To this end, the authors used a participative action research (PAR) intervention that had the goal of reorganizing work, so as to increase the extent to which people had discretion and choice in their work. Results indicated that the PAR intervention significantly improved people's mental health, sickness absence rates, and self-rated performance at a 1-year follow-up. Consistent with occupational health psychology theories, increase in job control served as the mechanism, or mediator, by which these improvements occurred. Discussion focuses on the need to understand the mechanisms by which work reorganization interventions affect change. Job control 3Job control mediates change in a work reorganization intervention for stress reduction For years, occupational health psychologists have advocated modifying aspects of the work environment that are associated with mental ill-health (e.g., Bunce & West, 1996;Ivancevich, Matteson, Freedman, & Phillips, 1990;Newman & Beehr, 1979;Murphy, 1984;Quick, Quick, Nelson, & Hurrell, 1997). These environmental risk factors arise from (unhelpful) ways in which work is organized. Work organization refers to the scheduling of work, job structure and design, interpersonal aspects of work, and management style (National Institute of Occupational Safety and Health [NIOSH], 1996). In the context of occupational health psychology, work reorganization denotes interventions that change work organization variables, in an effort to alleviate stress-related outcomes, such as mental ill-health, job dissatisfaction, sickness absence, and poor work performance. Largely, the wide-ranging call for the use of work reorganization to improve these outcomes has gone unanswered or the responses have been incomplete (e.g., NIOSH, 1996). In particular, there is a lack of methodologically sound, empirical research that has investigated this strategy for reducing and preventing mental illhealth. Furthermore, the mechanisms by which these interventions improve stress-related outcomes have not been investigated, using commonly recommended, rigorous, procedures (see Barnett, Gareis, & Brennan, 1999;Baron & Kenny, 1986;Kenny, 1998).Occupational health psychology theories posit a number of work characteristics by which work reorganization interventions may improve stress-related outcomes (see Parker & Wall, 1998). The one that is identified most ubiquitously appears to be job control, or the extent to which people have discretion and choice in their work. The primary goal of the 12-month, longitudinal, quasi-experiment described here was to determine in a rigorous manner whether a work reorganization intervention can actually improve stress-related outcomes by increasing Job control 4 people's job control. We sought to do this within the context of our second objective, which was to examine the effectiveness of this type of intervention...

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Section: Methodological Issues and Limitationssupporting

confidence: 54%

supporting

confidence: 55%

Section: Job Controlmentioning

confidence: 99%

See 1 more Smart Citation

Job control mediates change in a work reorganization intervention for stress reduction.

Bond¹,

Bunce²

2001

Journal of Occupational Health Psychology

272

202

View full text Add to dashboard Cite

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“…Although it is unclear if there is sufficient evidence that stress and burnout are at epidemic proportions in medicine in general or in orthopaedic surgery in particular, there are important advantages in preventing burnout among leaders in the medical profession. Prevention is always the preferred mode of intervention for diseases and disorders that may become epidemics [21]. Preventive stress management and the associated stages of primary, secondary, and tertiary prevention are key concepts accepted in the lexicon of psychology and the behavioral sciences [11,28].…”

Section: Introductionmentioning

confidence: 99%

Recognizing and Preventing Burnout among Orthopaedic Leaders

Saleh

Quick

Sime

et al. 2009

Clinical Orthopaedics &Amp; Related Research

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Stress, emotional exhaustion, and burnout are widespread in the medical profession in general and in orthopaedic surgery in particular. We attempted to identify variables associated with burnout as assessed by validated instruments. Surveys were sent to 282 leaders from orthopaedic surgery academic departments in the United States by e-mail and mail. Responses were received from 195 leaders for a response rate of 69%. The average surgeon worked 68.3 hours per week and more than ½ of this time was allocated to patient care. Highest stressors included excessive workload, increasing overhead, departmental budget deficits, tenure and promotion, disputes with the dean, and loss of key faculty. Personal-professional life imbalance was identified as an important risk factor for emotional exhaustion. Withdrawal, irritability, and family disagreements are early warning indicators of burnout and emotional exhaustion. Orthopaedic leaders can learn, and potentially model, ways to mitigate stress from other highstress professions. Building on the strength of marital and family bonds, improving stress management skills and selfregulation, and improving efficiency and productivity can combine to assist the orthopaedic surgery leader in preventing burnout and emotional exhaustion.

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“…Both the principles of CBT, and the transactional theory of stress, have been incorporated into a three-tier prevention framework that is widely used to classify stress management interventions (Quick, Quick, Nelson, & Hurrell, 1997;Reynolds, 1997). When considering individual-focused interventions (such as SMT), primary prevention refers to helping individuals control the frequency and intensity of stressors (e.g., through time management training).…”

mentioning

confidence: 99%

Worksite stress management training: Moderated effects and clinical significance.

Flaxman

Bond

2010

Journal of Occupational Health Psychology

109

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Psychologically healthy participants may dilute the observed effects of worksite stress management training (SMT) programs, therefore hiding the true effectiveness of these interventions for more distressed workers. To examine this issue, 311 local government employees were randomly assigned to SMT based on acceptance and commitment therapy (SMT, n = 177) or to a waitlist control group (n = 134). The SMT program consisted of three half-day training sessions, and imparted a mixture of mindfulness and values-based action skills. Across a six month assessment period, SMT resulted in a significant reduction in employee distress. As predicted, the impact of SMT was significantly moderated by baseline distress, such that meaningful effects were found only among a subgroup of initially distressed workers. Furthermore, a majority (69%) of these initially distressed SMT participants improved to a clinically significant degree. The study highlights the importance of accounting for sample heterogeneity when evaluating and classifying worksite SMT programs. Permanent repository link

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Preventive stress management in organizations.

Cited by 365 publications

References 0 publications

Job control mediates change in a work reorganization intervention for stress reduction.

Job control mediates change in a work reorganization intervention for stress reduction.

Recognizing and Preventing Burnout among Orthopaedic Leaders

Worksite stress management training: Moderated effects and clinical significance.

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