Shirley Reynolds | University of East Anglia (original) (raw)
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Papers by Shirley Reynolds
Journal of Consulting …, Jan 1, 1994
An academic directory and search engine.
© 2000 by Blackwell Science Ltd, a Blackwell Publishing company Editorial Offices: Blackwell Scie... more © 2000 by Blackwell Science Ltd, a Blackwell Publishing company Editorial Offices: Blackwell Science Ltd, 9600 Garsington Road, Oxford OX4 2DQ, UK Tel:+44 (0) 1865 776868 Blackwell Publishing Inc., 350 Main Street, Maiden, MA 02148-5020, USA Tel: +1 781 388 8250 ...
Journal of Organizational Behavior, Jan 1, 1999
Models of organizational stress posit that a number of undesirable employee states and behaviors,... more Models 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 ...
Journal of Consulting …, Jan 1, 1995
Journal of Consulting …, Jan 1, 1996
Journal of Psychosomatic Research, Jan 1, 1997
This article describes a comparative stress management intervention study. The impacts and outcom... more This article describes a comparative stress management intervention study. The impacts and outcomes of an individual level intervention (counseling) and an organizational level intervention (increasing employees' participation and control) are compared. The results suggest that counseling has clear benefits for employees' psychological well-being and that the organizational intervention does not. Neither intervention had any impact on perceptions of work characteristics, physical symptoms, or absenteeism. It is suggested that the causal relationship between the work environment and psychological distress have not been demonstrated and that techniques for bringing about change in complex organizations are poorly developed. For these reasons, the strategy of changing work conditions cannot, at present, be expected to improve the psychological states of employees. Thus, whereas organizational interventions that aim to prevent psychological distress may be "better" in ethical and moral terms, individual interventions that aim to treat existing psychological problems or help individual employees manage difficult working conditions appear to be "better" in terms of efficacy and efficiency.
Social Science & Medicine, Jan 1, 2001
Journal of Consulting …, Jan 1, 1994
An academic directory and search engine.
© 2000 by Blackwell Science Ltd, a Blackwell Publishing company Editorial Offices: Blackwell Scie... more © 2000 by Blackwell Science Ltd, a Blackwell Publishing company Editorial Offices: Blackwell Science Ltd, 9600 Garsington Road, Oxford OX4 2DQ, UK Tel:+44 (0) 1865 776868 Blackwell Publishing Inc., 350 Main Street, Maiden, MA 02148-5020, USA Tel: +1 781 388 8250 ...
Journal of Organizational Behavior, Jan 1, 1999
Models of organizational stress posit that a number of undesirable employee states and behaviors,... more Models 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 ...
Journal of Consulting …, Jan 1, 1995
Journal of Consulting …, Jan 1, 1996
Journal of Psychosomatic Research, Jan 1, 1997
This article describes a comparative stress management intervention study. The impacts and outcom... more This article describes a comparative stress management intervention study. The impacts and outcomes of an individual level intervention (counseling) and an organizational level intervention (increasing employees' participation and control) are compared. The results suggest that counseling has clear benefits for employees' psychological well-being and that the organizational intervention does not. Neither intervention had any impact on perceptions of work characteristics, physical symptoms, or absenteeism. It is suggested that the causal relationship between the work environment and psychological distress have not been demonstrated and that techniques for bringing about change in complex organizations are poorly developed. For these reasons, the strategy of changing work conditions cannot, at present, be expected to improve the psychological states of employees. Thus, whereas organizational interventions that aim to prevent psychological distress may be "better" in ethical and moral terms, individual interventions that aim to treat existing psychological problems or help individual employees manage difficult working conditions appear to be "better" in terms of efficacy and efficiency.
Social Science & Medicine, Jan 1, 2001