The UK Perspective: A Review of Research on Organisational Stress Management Interventions

By S. Giga, A. Noblet, B. Faragher, Cary L. Cooper. 2003

181 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/977eb97ce5e34694c3a2d875ed0847dd06d27b5c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. K. Nielsen
2. R. Randall
3. C. Webb
4. C. Ricketts
5. M. Tytherleigh
6. Cary L. Cooper
7. H. Kwan
8. F. Chiang

In Organizational Behavior and Human Resource Management

1. K. Nielsen
2. R. Randall
3. F. Chiang
4. Thomas A. Birtch
5. Cary L. Cooper
6. H. Kwan
7. G. Kinman
8. C. Biron

Citations in the corpus

• Occupational stress in UK higher education institutions: a comparative study of all staff categories (2005, background): “The effectiveness of any such interventions, however, depends heavily on the commitment of employers, as well as employees, and, as argued by Giga et al. (2003): Senior management is more likely to support interventions if issues such as expected outcomes, resources, costs, and cost-effectiveness…”
• Review Article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions (2013, background): “Organizational interventions can be defined as planned, behavioural, theory-based actions that aim to improve employee health and well-being through changing the way work is designed, organized and managed (e.g. Giga et al., 2003; LaMontagne et al., 2007; Richardson and Rothstein, 2008).”
• The moderating roles of job control and work-life balance practices on employee stress in the hotel and catering industry. (2010, background): “…which represent organizational efforts to improve workplace well-being through the provision of services and resources (e.g., employee assistance program), although being examined extensively elsewhere have been noticeably ignored in this stream of study (Giga et al., 2003; Grandey et al., 2007).”
• Opening the black box: Presenting a model for evaluating organizational-level interventions (2013, background): “Senior managers are often involved in the allocation of resources to intervention projects (ie, the resources needed to plan, implemen, and evaluate the project), they may act as role models through their attitudes to the intervention, and they may be actively involved in intervention activities (Gi”