The costs,benefits, and limitations of organizational level stress interventions

Models of organizational stress posit that a number of undesirable employee states and behaviors, such as lower levels of well‐being and performance, and higher levels of absence and turnover are caused by organizational stress. It is often suggested that organizational level interventions which aim to reduce stress, such as job redesign, will therefore reduce or eliminate these states and behaviors. This suggestion is, however, based on two unsupportable assertions. The first is that these states and behaviors are caused by organizational stress. While there is some limited evidence for the role of stress, the quality of this evidence is severely compromised by numerous methodological and conceptual problems. The second assertion is that organizational level interventions aimed at changing some of these states and behaviors will actually have an effect, and that these effects will be uniformly positive. However, the available evidence suggests that these interventions often have little or no effect, and where they do have effects, these may be both positive and negative., The implications of this analysis for future work on organizational level stress interventions are discussed. Copyright © 1999 John Wiley & Sons, Ltd.