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Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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61<br />

seriously, then stress in organisations will be reduced. Also, Lavoie-<br />

Tremblay et al. (2005) utilised primary stress intervention approaches<br />

(while employing participative methods) in order to improve management<br />

style, improve working conditions, reduce rates of both absenteeism and<br />

turnover, and reduce overall levels of stress. Similarly, the learning<br />

environment within the workplace had been found to be improved in<br />

primary intervention studies conducted by Fricke (1983) and Mikkelsen<br />

and Gundersen (2003), and Halbesleben et al. (2006) utilised Action<br />

<strong>Research</strong> methodologies to improve employee participation and burnout<br />

outcomes of stress.<br />

1e.2) Secondary Interventions<br />

Secondary stress management interventions, those which are most<br />

commonly utilised in organisations, involve helping the individual to be<br />

able to cope with their workplace stress (Giga et al., 2003), thus dealing<br />

with the symptoms of stress before they become health issues. They also<br />

serve the dual purpose of identifying the current stress factors and to help<br />

individuals to cope with future stress (Ongori & Agolla, 2008). Examples<br />

of secondary SMIs include (Richardson & Rothstein, 2008) cognitivebehavioural<br />

skills training to help cope with the thoughts and emotions<br />

when managing stressful situations; techniques designed to help<br />

employees reduce aversive physiological reactions to stress such as<br />

meditation and relaxation; and other techniques such as time<br />

management and goal setting.<br />

Several studies and meta-analytical reviews of secondary stress<br />

management intervention effectiveness have taken place over the past<br />

two decades. One compelling review of the literature via the British<br />

Occupational Health <strong>Research</strong> Foundation (BOHRF, 2005) suggested that<br />

secondary stress management interventions may at best have a modest<br />

or short-term impact on a range of variables associated with individual<br />

stress. A more recent review by Richardson and Rothstein (2008) included<br />

36 experimental studies with a total sample size of 2,847 participants.<br />

The findings suggested that the type of intervention (e.g. primary,

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