Workplace stress management programs or interventions are an essential component to ensure

employee wellbeing and in turn organisational growth. These programs provide the employers and
employees with tools to prevent and reduce workplace stress.

Mental health of employees directly affects their productivity at work, because of which
organisations often promote these programs. Apart from stress due to personal lives, workplace
culture often sets the tone for employee wellbeing and employers play an integral part in it.

But even when stress management programs are applied, they often fail.

Problems that interfere with the effectiveness of workplace SMP:-

 Work-related stress is an individuals reaction to the demanding work culture and work
pressure. And different people may find different situations stressing. SMPs fail to identify
what stress is and how it affects different aspects of life.
 Another major problem is the levels of stress faced by different people. Some people thrive
on stressful situations while some may find task pile up stressful. And a generalised stress
management program for a spectrum of people is not the best choice.
 Most SMPs fail to address the underlying problem causing stress. They do not know what to
exactly treat. Suggesting measures like taking a vacation is a short term solution but it
wouldn’t help in long term
 Many companies, especially small organisations lack awareness of how SMPs can benefit
the employees and in turn the organisation. Lack of knowledge leads to ineffective
implementation of stress management programs.
 Lack of mental health services and scarce staff and funding are major obstacles to SMP
effectiveness, particularly for MSEs.
 Inhibitions to talk about mental health continue to be a problem. People continue to be
reluctant to talk openly about any mental health problems they may be experiencing at
work because doing so could have unfavourable effects. As a result, they either choose not
to engage in such programmes or lie when questioned about their problems.
 Studies reveal that healthier individuals frequently participate in SMPs at a higher rate than
those who require assistance, which lessens their benefits, cost-effectiveness, and potential
for beneficial changes in the workplace.

Ways to overcome the ineffectiveness of workplace stress management programs:-

 Action-oriented approaches must be used. Employees must be empowered to take charge

and change stressful situations. Managers must establish open communication channels
wher in employees can come and express themselves freely without worrying about the
consequences.
 Workplaces must support expression of emotions and positive affirmations and imagery
must be promoted through out the workplace. Higher levels of emotional intelligence will
change employee perceptions of stressful situations.
 The administration of these programmes could be done in an anonymous manner so that
staff members feel more at ease and free to express their concerns.
For example “Star Vital” informed and maintained confidentiality which created trust in the
organisation and the flexibility to withdraw at any time, gave employees a sense of comfort.
 Planning and informing the employees and understanding their needs and wants from the
program must be done well in advance. This will result in their enthusiastic and voluntary
 engagement, as opposed to pushing them to participate in a programme that the firm
believes will be beneficial to them.
 A big team must handle these Stress Management Programs, so that each person feels
heard and receives individual attention. This will result in personalised solution to each and
every problem and will solve the generalised approach taken by many SMPs.

There are 2 ways to classify stress management interventions:

1. By ‘focus’ of stress management- primary, secondary and tertiary

2. By ‘level’ at which intervention takes place- individual or organisational

Primary Stress Management Intervention

 It prevents stress from occurring by removing the sources of stress and enhancing factors
which promote wellbeing.
 Primary Individual-level intervention
o Pre-employment and medical examination
 Primary Organisational-level intervention
o Management training, e.g. mentoring

Secondary Stress Management Intervention

 It reduces the severity or duration of stress once it has occurred and prevents the level of
stress becoming problematic.
 Secondary Individual-level intervention
o Mindfulness training
o Health promotion, e.g., exercise
 Secondary Organisational-level intervention
o Improving communication and decision making
o Peer support groups

Tertiary Stress Management Intervention

 It rehabilitates and maximizes functioning for those who are already experiencing or
suffering from psychological ill-health.
 Tertiary Individual-level intervention
o Employee Assistance Programmes
 Tertiary Organisational-level intervention
o Vocational rehabilitation