This paper introduces a simple model of organisational stress which can be used to educate or inform employees, personnel and health pro fessionals about the relationship between potential work-related stress hazards, individual and organisational symptoms of stress, negative outcomes and financial costs. The components of the model relate directly to a recent Health and Safety Executive publication1 which focuses on improving and maintaining employee health and wellbeing.
Health and Safety Executive, Tackling Work-Related Stress: A Managers' Guide to Improving and Maintaining Employee Health and Well-being. Sudbury: HSE, 2001.
2.
Cox T.Stress Research and Stress Management: Putting Theory to Work, CRR61. London: Health and Safety Executive, 1993.
3.
Health and Safety Executive, Work-Related Factors and Ill Health: The Whitehall II Study, CRR266. Sudbury: HSE, 2000.
4.
Health and Safety Executive, Stress at Work: A Guide for Employers. Sudbury: HSE, 1995.
5.
Sutherland V., Cooper CLStrategic Stress Management: An Organizational Approach. London: Macmillan Books, 2001.
6.
Palmer S.Managing Stress. Conference paper given at the Chartered Institute of Personnel and Development, Harrogate , UK, 25th October 2001.
7.
Health and Safety Executive, 5 Steps to Risk Assessment, INDG163 (rev). Sudbury: HSE, 1998.
