Organizational Stress Management: A Strategic ApproachSpringer, 30 dic 2015 - 309 páginas Including practical advice on how to conduct a stress audit and how to target stress 'hot spots' within an organization, Organizational Stress Management provides a fresh strategic model for the manager concerned with the negative effects stress can have both on company performance and the quality of life of individuals at work. |
Índice
Figures | 2006 |
Stress and the | 2013 |
The authors would like to acknowledge the most valuable contribution of Chapter | 2 |
What is Stress? | 3 |
Tables | 11 |
Organizational Hot Spots | 1980 |
entitled Stress and the Law by Peter Jenkins the hard work provided by Keith | 1989 |
Stress New Technology and the Physical Environment | |
NIOSH National Institute for Occupational Safety and Health | |
RSI repetitive strain injury | |
Conducting a Stress Audit | |
TAB Type A Coronary Prone Style of Behavior | |
Appendix | |
Index | |
Otras ediciones - Ver todo
Organizational Stress Management: A Strategic Approach Ashley Weinberg,Frank Bond,Cary Cooper,Dr Valerie J Sutherland Vista previa restringida - 2010 |
Organizational Stress Management: A Strategic Approach A. Weinberg,V. Sutherland,C. Cooper Vista previa restringida - 2015 |
Términos y frases comunes
absenteeism action activity anger management associated behavior bullying cause Chapter CIPD circadian rhythm Cooper coronary heart disease cortisol costs counseling demands duty of care effective emotional employee well-being environment example experience exposure to stress factors feedback feel Hans Selye harassment Health and Safety identify ill health impact improved increased interpersonal intervention issues job satisfaction Journal Kent Police levels light therapy management of stress melatonin mental health model of stress monitoring negative occupational one’s organization organizational outcomes overload participants perceived percent performance person personnel physical physiological positive pressure problems psychological contract psychological strain reduce relationships relaxation reported role ambiguity role conflict shift sickness absence skills social support source of stress staff stress audit stress management stress response stressor suggested supervisor symptoms Type A individuals workers workforce workload workplace stress
