Rlchard Pettlnger

Contents

Introduction to ExpressExec v

1. 
   Introduction to Stress Management 1
   
2. 
   What is Stress Management? 7
   
3. 
   Evolution of Stress and Stress Management 17
   
4. 
   The E-Dimension 27
   
5. 
   The Global Dimension 41
   
6. 
   The State of the Art of Stress Management 55
   
7. 
   Stress Management in Practice 71
   
8. 
   Key Concepts and Thinkers 91
   
9. 
   Resources 101
   

10.10.10 Ten Steps to Making Stress Management Work 111

Frequently Asked Questions (FAQs) 123

10.10.01
Introduction to Stress Management

» Costs

» Human factors

» Responsibilities

» Conclusions

2 STRESS MANAGEMENT

INTRODUCTION

Stress management is set to become a primary strategic and operational concern for all organizations because of the direct relationship between decency and humanity, good employment practice, and successful business. Stress places a cost burden on organizations in all locations and sectors, and there is also a human price among those who work in stressful situations or suffer from stress-related injuries and illnesses.

This is reinforced in the European Union (EU) by legislation that requires an active responsibility for the health and well-being of employees. It includes specific attention to stress. While this form of social workplace legislation is a lesser concern elsewhere, the costs of managing individual cases and situations are nevertheless high.

COSTS

Costs incurred include the following.

» The cost of having staff off sick for stress-related injuries and illness.

» The cost of paying compensation to those who can demonstrate and prove that their lives have been damaged or ruined as the result of stress at work.

» Costs in reputation and, invariably, business losses as the result of publicity surrounding specific media coverage in cases of acci- dent, disaster, bullying, victimization, harassment and discrimination. These costs include customers taking business elsewhere when able to do so because no-one likes to be associated with this kind of organization. Such organizations experience increased difficulties in recruiting and retaining high quality, expert staff, because nobody with any choice in the matter wishes to work for such a concern.

» Organization and managerial costs involved in investing and defend- ing individual and collective complaints of stress, and in remedying and resolving these.

» Costs involved in having to manage, address and resolve related issues, for example, where staff have turned to drink and drugs as a relief from stress.

» Wider humanitarian concerns that bring costs with them. Known, believed and perceived stress-related illnesses and injuries cause general damage to workplace and human morale and motivation.

INTRODUCTION TO STRESS MANAGEMENT 3