Occupational stress management is crucial for organizational effectiveness, yet research has primarily focused on individual-oriented training since the 1970s. This book explores both individual and organizational-level interventions, highlighting the potential benefits of combining the two approaches. It presents a study conducted in a European subsidiary of a large American chemical company, emphasizing the importance of process variables in determining intervention effectiveness. The findings aim to fill gaps in existing research and enhance understanding of combined stress management strategies.
Occupational stress management is crucial for organizational effectiveness and has gained popularity in work-site health promotion. Research on stress management interventions began in the early 1970s, focusing primarily on individual-oriented training. However, studies on organizational-oriented interventions remain limited, leaving many questions, particularly regarding the role of process variables, unanswered. This work provides an overview of stress management interventions at both organizational and individual levels, exploring how these approaches can be integrated. Few studies have evaluated such combined strategies. The research presented evaluates an intervention that merges individual and organizational activities within a European subsidiary of a major American chemical enterprise. It emphasizes process variables and their impact on intervention effectiveness. Based on the findings, practical recommendations are offered to enhance the quality and effectiveness of occupational stress management programs. This work aims to contribute to the understanding of stress management in the workplace and is intended for professionals and researchers in occupational health and stress management.
