Stress management at work: with whom, for whom and to what ends?

A critical overview of workplace stress-management interventions is presented and it is suggested that alleviating the problems that people experience at work will remain elusive unless the conceptual problems in occupational stress are more fully acknowledged.

Abstract

Abstract A critical overview is presented of workplace stress-management interventions. It is suggested that they have so far failed to deliver what they have promised. Evaluation studies fail to distinguish between the aims and objectives of primary prevention interventions, such as stress-management training, where potential benefits can only be assessed in terms of long-term outcomes, and secondary and tertiary interventions, such as counselling, where existing disorders are treated. Stress-management interventions are based on inadequate and oversimplistic theories which obscure the many conflicting interests of employees, employers and researchers, and ignore empirical evidence which suggests that individual well-being, attitudes to work, and work behaviours are minimally linked. It is suggested that alleviating the problems that people experience at work will remain elusive unless the conceptual problems in occupational stress are more fully acknowledged.