Perceptions of work stress causes and effective interventions in employees working in public, private and non-governmental organisations: a qualitative study

• Published in: BJPsych Bulletin 2016-12, Vol.40 (6), p.318-325
• Main Authors: Bhui, Kamaldeep, Dinos, Sokratis, Galant-Miecznikowska, Magdalena, de Jongh, Bertine, Stansfeld, Stephen
• Format: Article
• Language: English
• Subjects: Appreciation; Effort-Reward imbalance; Employees; Exercise; Imbalance; Intervention; Management styles; NGOs; Nongovernmental organizations; Occupational stress; Original Papers; Qualitative research; Stress management; Transparency; Work; Working conditions
• ISSN: 2056-4694; 2056-4708; 2053-4868
• DOI: 10.1192/pb.bp.115.050823

To identify causes of stress at work as well as individual, organisational and personal interventions used by employees to manage stress in public, private and non-governmental organizations (NGOs). Qualitative interviews were conducted with 51 employees from a range of organisations. Participants reported adverse working conditions and management practices as common causes of work stress. Stress-inducing management practices included unrealistic demands, lack of support, unfair treatment, low decision latitude, lack of appreciation, effort-reward imbalance, conflicting roles, lack of transparency and poor communication. Organisational interventions were perceived as effective if they improved management styles, and included physical exercise, taking breaks and ensuring adequate time for planning work tasks. Personal interventions used outside of work were important to prevent and remedy stress. Interventions should improve management practices as well as promoting personal interventions outside of the work setting.