Evaluation of an occupational stress intervention in a public agency.

ABSTRACT : Evaluated the impact of an occupational stress intervention based on organizational development, action research, R. A. Karasek's (e.g., 1979) job strain model, and S. Jackson's (see record 1983-13804-001) intervention to reduce work-related stress. Employee committees identified and prioritized aspects of work organization and job design causing stress among their fellow employees in 2 departments in a public agency. Waiting list control departments and pre-, post-, and follow-up assessments were utilized. Results indicated a mixed impact of the intervention in 1 department, but a negligible or negative impact in the other. Obstacles to the effective implementation of the intervention strategy included a limited focus for the committees, the negative impact of a major agency reorganization, and the lack of a more formal management and labor commitment to maintaining the stress reduction and organizational change process.