Barriers to Workplace Stress Interventions in Employee Assistance Practice: EAP Perspectives (original) (raw)
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Workplace Stress, Organizational Factors and EAP Utilization
Journal of Workplace Behavioral Health, 2009
This study examined relationships between workplace stress, organizational factors, and use of Employee Assistance Program (EAP) counseling services delivered by network providers in a large, privately insured population. Claims data were linked to measures of workplace stress, focus on wellness=prevention, EAP promotion, and EAP activities for health care plan enrollees from 26 employers. The association of external environment and work organization variables with use of EAP counseling services was examined. Higher levels of EAP promotion and worksite activities were associated with greater likelihood of service use. Greater focus on wellness=prevention and unusual and significant stress were associated with lower likelihood of service use. Results provide stakeholders with insights on approaches to increasing utilization of EAP services.
Job stress : causes, impact and interventions in the health and community services sector
2006
The overall aim of this study was to provide WorkCover with contemporary evidence based options for the effective prevention and management of psychological injuries. While the key notion that an organisational approach to stress prevention/management is supported, the model presented in this report has been assessed as being generic, providing a broad framework from which it is now necessary to develop a practical improvement program that can be trialled in the workplace.
Journal of Educational, Health and Community Psychology, 2020
Increasing productivity has always been an important issue in the context of management. Efforts in this direction are often demands that cause occupational stress, so that a counterproductive situation may occur. Quality of Work Life (QWL) is one of the hot issues that arise to neutralize stressful conditions by creating a more comfortable and more humane working climate. The Employee Assistance Program (EAP) as an intervention can be expected to function as a supporting system. The assessment was conducted for 67 employees. The questionnaire, interview, FGD, and SWOT analysis methods are used in all three stages, the pre-assessment stage, the assessment stage, and the intervention stage. From the Occupational Inventory Stress-Revised (Osipow, 1998), there are four most significant stressor areas and personal resources that are underutilized in managing stressors. The intervention program is directed at curative and preventive services through the EAP design.
Journal of Managerial Psychology, 2006
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...
The Presidential Perspective Bob Sinclair 7 A Message from the Membership Committee Mo Wang 8 Wellness Programs Leigh Schmidt 8 OHP Careers from a Health Psychology Perspective James McCubbin 9 NIOSH OHP Activities Edward Hitchcock 10 Editor's Welcome Note from the Editor This, our third newsletter, follows the APA/NIOSH/SOHP Work, Stress, and Health Conference that was held in Washington, DC from March 6 to 8. Two articles cover the conference. Wes Baker, the Conference Coordina-tor, wrote a short piece outlining some of the conference highlights. In addition, Jonathan Houdmont and I wrote an article describing an important meeting that took place at the conference—this article is our first of what we anticipate will be many Across the Pond features. At the meeting leaders of the Society for Occupational Health Psychology and the European Academy for Occupational Health Psychology developed plans to coordinate member benefits. A month after the WSH conference, the annual meetin...
Managing Employee Stress: Ways to Minimize Distress
2014
Workplace stress has become a major issue for the employers, employees and the organizations. Cut throat competition and grueling pace of change have made employers realize that employees are the only source of competitive advantage. Given the pressure to perform and compete stress will be a natural concomitant. It is therefore important that executive stress is kept at bay to ensure health, performance, morale and well being of the executives. In today’s scenario, to develop stress management strategies for the employees is not only an option but also a necessity for an employer. This paper attempts to understand the nature of stress in the present day scenario and suggest simple yet effective ways of coping as often times the prescriptions we get for stress management prove to be more problematic than the problem itself.
A Systematic Review of the Job-stress Intervention Evaluation Literature, 1990–2005
International Journal of Occupational and Environmental Health, 2007
Ninety reports of systematic evaluations of job-stress interventions were rated in terms of the degree of systems approach used. A high rating was defined as both organizationally and individually focused, versus moderate (organizational only), and low (individual only). Studies using high-rated approaches represent a growing proportion of the job-stress intervention evaluation literature. Individual-focused, low-rated approaches are effective at the individual level, favorably affecting individual-level outcomes, but tend not to have favorable impacts at the organizational level. Organizationallyfocused high-and moderate-rated approaches are beneficial at both individual and organizational levels. Further measures are needed to foster the dissemination and implementation of systems approaches to examining interventions for job stress.