Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

275
Help
Available
for Stress
Feel
‘Separate’
from Main
Organisati
on
team meetings, as well as making these actions
available across the service for all to see, would
increase both lateral communication across teams
as well as bottom-up and top-down communication.
1. Make it explicitly aware all of the potential
organisational help and avenues that are available
to deal with stress. This includes hard copies of
policies and procedures, as opposed to the
information being based on the company intranet
which not all employees have easy and ready
access to.
1. Individuals in organisational satellite sites receive
a lot of information about corporate functions which
they do not feel are attainable due to geographic
distance. Therefore having events that are
attainable (i.e. subsidised travel expenses; events
closer to the site) would reduce this feeling of
isolation from the rest of the organisation.
2. Have ‘proportional attendance’ by management
across sites. Many individuals in the satellite sites
felt that they did not know their manager, but
having regular access to management would help
this issue.
Primary &
Secondary
Yes (3.1, 3.2)
Primary Yes (1.4)
Primary
Yes (1.1, 1.2,
1.3)
As clearly summarised in Table 28, a number of feasible interventions and applications were identified
throughout the Appreciative Inquiry process. Upon presentation of the research findings and
change/implementation processes to senior management within Service 6, a number of action plans have been
implemented by this senior management team (see Table 29). The following will detail the interventions put
forward, how they relate to the Local Stress Theory and other outcomes from the research, and whether they relate
to primary, secondary or tertiary stress management approaches. Lastly evidence as to whether or not the action