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of losing business (Simpson, Leather & Brotherton, 1990). Reduced control
over workload has a well-known association with stress (Karesek, 1979) and
markers of stress response. However, until recently, interventions aimed at
SMEs that address the problem of poor job control have been slow to emerge.
The Management Standards for work related stress is an initiative developed
by the Health and Safety Executive designed to be used by enterprises of all
sizes. It is an intervention process aimed at primary prevention of workplace
stress. Six key risk factors for stress, based on Karasek’s model for work
related stress (Karasek, 1979) and Cox’s taxonomy of work related stressors
(Cox 1993, Cox et al., 2000, 2002), structure target areas of prevention, namely
demands (pressure such as work load and patterns of work), control ( the
extent to which individuals can choose how to conduct their work), support (
from the organisation, line manager and other colleagues) , relationships
(processes to avoid tension and intolerable behaviour), change ( how
organisational change is dealt with in the organisation) culture (management
commitment and transparency of procedures) and role (understanding of
one’s role and absence of role conflict). The intervention involves a two stage
risk assessment process, the first stage utilises an indicator tool comprising a
screening questionnaire to identify problem areas in the organisation
associated with stress. The second stage involves the use of focus groups
within the organisation to explore the specific nature of the problem.
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