Emotions at Work: Theory, Research, and Applications in Management

By Roy L. Payne; Cary L. Cooper | Go to book overview

Chapter 11
Organizational management
of stress and destructive
emotions at work

Cary L. Cooper and Susan Cartwright

Manchester School of Management, University of Manchester Institute of Science and Technology (UMIST)


INTRODUCTION

Any organization that seeks to establish and maintain the best state of physical, mental, and social well-being of its employees needs to have policies and procedures that comprehensively address the management of emotions at work. These policies should include procedures to manage stress, based on the needs of the organization and its members, and should be regularly reviewed and evaluated.


TYPES AND LEVELS OF INTERVENTION

There are a number of options to consider in looking at the prevention of destructive emotions or stress at work. These are termed primary (e.g. stressor reduction), secondary (e.g. stress management), and tertiary (e.g. employee assistance programs/workplace counselling) levels of prevention, and they address different stages in the stress process (Sutherland & Cooper, 2000).

Primary prevention is concerned with taking action to modify or eliminate sources of negative emotion or stress inherent in the work environment, and thus reduces their negative impact on the individual. The “interactionist”

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