Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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secondary or tertiary) played a moderating role, with cognitivebehavioural
programs consistently finding larger effects than the other
types of intervention. Similarly Flaxman and Bond (2010) demonstrated
that a cognitive-behavioural approach to stress management resulted in a
significant reduction in employee stress over a six month period. Despite
these findings it was found that relaxation techniques were the most often
used (possibly due to the ease of implementation and the low cost
associated with this type of intervention), whilst organisational
interventions continue to be scarce. However, the study included no data
on how long the effectiveness of the interventions would continue for.
Furthermore, Ongori and Agolla (2008) conclude that organisational
management must introduce various interventions which manage the
actual occupational stressors, as opposed to how individuals react to the
stressors. Therefore these traditional (secondary) approaches are
considered by many as not enough to manage stress. Examples of
secondary stress management techniques include a focus on acquiring
problem-solving skills, reducing negative coping styles, and developing
self-awareness in relation to the stressors (BOHRF, 2005).
1e.3) Tertiary Interventions
Tertiary interventions are designed for use once an individual’s
health is adversely affected by stress by providing access to mental health
professionals (Arthur, 2000). As such they are rehabilitative for
individuals who are already suffering from the effects of stress.
Interventions include counselling and employee assistance programs
(EAPs), consulting a stress management expert or mental health
professionals to assist employees to cope with stress (Ongori & Agolla,
2008). EAPs are an example of widely-used tertiary interventions. They
take a systematic approach to dealing with stressors whether they are
from work or based elsewhere (Bhagat et al., 2007).
When correctly implemented, EAPs can be powerful and effective
institutional mechanisms (Yu, Lin & Hsu, 2009). A demonstrative example
of the potential that EAPs have in organisations is provided by Stetzer