Where stress screening falls short

Article Abstract:

Job stress is defined as having more work-related problems than one can cope with. Screening tests available in Great Britain to help personnel directors analyze and assess stress levels in employees are discussed. Prior to using these stress screening tests, personnel directors should be aware that they are descriptive and compare stress levels to vaguely defined norms, which make the test scores frequently misleading. Employee stress screening should only be conducted on a voluntary basis and should be provided in conjunction with employee counseling services designed to reassure employees that they are not 'falling apart' on the job. Topics related to stress management are also discussed, including: assertiveness training, relaxation training, biofeedback, and the importance of exercise to alleviate stress.

Management, Prevention, Job stress, Stress (Psychology), Burn out (Psychology), Relaxation, Relaxation (Psychology)

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Can a manager be a counsellor?

Article Abstract:

Industry has long counseled employees with regard to occupational guidance, but it is being used increasingly by British personnel managers as a tool to help employees handle stress, career conflicts, and other psychological woes. In-house counseling became more important as managers were displaced by cut-backs (referred to as redundant executives) to help the executives cope with the anger, shock, and other negative emotions of losing a job. Many companies are finding that in-house counseling services help employees deal with job stress as well as problems encountered outside the workplace. Examples of several of these programs in Britain are described, as is the use of in-house counseling in conjunction with professional counseling services and training managers in the art of counseling.

Psychological aspects, Job satisfaction, Employee morale, Industrial psychology, Industrial-organizational psychology

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The macho manager: it's no myth

Article Abstract:

Personnel managers have a new reality in employee relations for the British workforce. The present worker-management relations environment has the employer at advantage. Companies are not emphasizing the lines of communications with unions like they did before.

United Kingdom, Employment, Employee rights, Human capital

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