| Autor: |
Ivancevich, John M., Matteson, Michael T., Richards III, Edward P. |
| Předmět: |
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| Zdroj: |
Harvard Business Review; Mar/Apr85, Vol. 63 Issue 2, p60-72, 6p |
| Abstrakt: |
The issue of stress on the job has garnered immense publicity and media attention. Understandably, most managers remain uncomfortable discussing stress related to work. On the one hand, they generally believe that individuals can adapt well under stressful conditions--that stress can bring out the best in a person. And on the other, questioning the amount of psychological strain they might put on a worker impinges on their prerogative as managers and undercuts their ability to lead. But managers can no longer afford to ignore the issue. Employees across the country have begun to believe that stress may have caused them psychological harm and have responded by striking back in the courts. No business or occupation remains immune. In response, these authors counsel that managers must learn to identify the potential stress trouble spots in their organizations, try to relieve these when necessary, and document their efforts. In that way, should an employee sue for compensation, the company will have evidence to show that it has been aware of the problem and has taken steps to solve it. [ABSTRACT FROM PUBLISHER] |
| Databáze: |
Complementary Index |
| Externí odkaz: |
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