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Pub 490
Pub 490 Research
Annotated Bibliography Part I
Annotated Bibliography Part II
Annotated Bibliography III
Police Links
Texas Links
Alaska links
MASH
Church
Research Findings
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| Annotated Bibliography Part One of Three |
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| For research performed on the subject of OCCUPATIONAL STRESS |
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| Adams, John D. “Creating and Maintaining Comprehensive Stress-Management Training” Stress Management in Workplace Settings, Praeger Publishers: New York (1989) pgs. 89-91. This article focuses on the creation and maintenance of stress management programs in the workplace. The author provides a step-by-step process designed for implementation by management in organizations. Starting with the conceptualization of the program, the article moves to directions for acquiring support and planning. After it is developed, the focus turns to the maintenance of the program. Programmatic considerations are presented in addition to common errors to avoid. Among these errors are fragmentation and individualization. The article ends by recapping the steps necessary in the development and maintenance of a stress-management program in the workplace. Bain, Chris; Conn, Michael; and O’Halloan, Paul, “Occupational Stress among Government School Teachers: Causes and Preventive Measures,” Journal of Occupational Health and Safety: New Zealand, 6, no. 5, pgs 381-386. This article investigates occupational stress among schoolteachers and offers suggestions for its cure. The major occupational causes of stress in government schoolteachers come from a variety of sources. Among them are pressure from administration, classroom pressure from parents and students, and lack of recognition from peers. It was discovered that there is a lack of cohesion and support in the schools between the teachers and administrators. Recommendations at the local and statewide levels are given. The authors suggest that teachers, as a liaison between administration and students become informed of issues affecting both entities. This will aid in the reduction of stress when unexpected problems arise with administration or in the classroom. Berger, Y. “Occupational Stressors: Some Myths and Legends,” Journal of Occupational Health and Safety: Australia and New Zealand. 7, no. 4, pages 319-323. The word “stress” has been repeatedly used in recent years as a way to describe many symptoms seen in working individuals. The overuse of this word has caused many self-made experts to come up with false remedies and so-called “stress management” techniques. This article addresses the issue of these false claims of stress management and attempts educate many workers who are confused as to what occupational stress entails. The various myths and arguments used to confuse workers regarding stress in the workplace, as well as discussion of legitimate claims of organizational stress are discussed. At the end of the article, definitions relating to occupational stress management are presented. Suggestions for improvement are given and correlated to occupational stress in the workplace Clay, Rebecca A., “Job-stress Claims Spin out of Control,” American Psychological Association Monitor, July 1998, pgs. 52-55. Divided into three main parts, Clay illustrates the cause and effect relationship between occupational stress and litigation claiming that stress on the job leads to workers’ compensation lawsuits. Because this type of workers’ compensation lawsuit is relatively new, courtrooms are becoming more and more crowded with no precedent cases on which to rely. Clay investigates the results and not just the causes of occupational stress. Financial considerations for the manager as well as the legal office of the organization are illustrated. Donatelle, R.J. and Hawkins, M.J., “Employee Stress Claims: Increasing Implications for Health Promotion Programs,” American Journal of Health Promotion (1989) Vol 3., pgs. 19-25. This article addresses the fiscal cost incurred by an organization when they attempt to provide occupational stress management techniques in their health promotion programs. Managers must recognize that stress affects everyone in the organization differently. Due to this, the financial impact on the organization can be significantly higher than if these stress management programs were not in place. It is increasingly important for health promotion programs in the workplace to include non-traditional programs that deal with depression and stress. Gelman, Jon L., “Stress in the Workplace - The Availability of Workers’ Compensation Benefits.” www.gelmans.com/articles/stress98 Attorney Gelman discusses the implication of workers’ compensation lawsuits arising from occupational stress and how they affect both the employee as well as the organization. The 80’s brought an increased awareness of problems in the environment of the workplace. Stress is among these problems affecting all individuals in the organization. Gelman states that the majority of litigation stemming from occupational stress focuses on physical rather than mental injury. This injury results from job pressure, harassment, and termination as is manifested through heart problems among other ailments. Furthermore, Gelman’s research shows that stress-related illness is more likely to affect younger rather than older employees. “Job Got You Stressed?” Health Beat Magazine, February 28, 1995. Pages 50-51 http://www/hslib.washington.edu/your_health/hbeat/hb950225.html. This short article from the internet is designed to illustrate the stress risks associated with office jobs. It begins by stating that while jobs such as police office and doctor are usually thought of as having high levels of stress, it can be more stressful to work in an office setting. This is explained through the lack of flexibility in an office job. Routine tasks accompany strict regiments that may be mundane or menial in nature. Stress can oftentimes lead to physical symptoms and cause dysfunctional workplaces. The author recommends that all office workers take micro breaks every 15 minutes or so to help alleviate the stress associated with the job. These breaks include simply stretching and looking away from the computer screen. Although stress cannot be totally eliminated, one way to escape it is to make sure that your job is not your identity. Johnson, Pamela R. and Indvik, Julie. “The Boomer Blues: Depression in the Workplace,” Public Personnel Management. Volume 26 No. 3 (Fall 1997), pgs. 359-365. In spelling out the major causes of stress in the workplace, this article shows how depression affects the organization. The article begins be defining depression as well as by pointing out the major factors affecting depression in the workplace setting. Depression is linked to organizational problems ranging from cost to the organization to efficiency of the workers. By relating how depression affects employee morale and motivation, the authors show a direct relationship between stress and organizational effectiveness. The authors illustrate the major financial obligations associated with depression in employees as well as the implications that these costs have on managers. |
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