A Critical Examination of Employee Perceptions towards Stress Management Strategies

Stress is well-known with its negative effect on output, and in this economic climate it is likely to get worse. The Cathays Park branch of the Welsh Assembly Government (WAG) recognises this, and seeks to have policies in place that reduce stress, as well as increasing resilience to new pressures. There may be an additional barrier in that staff distrust in initiatives from senior management, feeling that contentious issues are ignored. This research paper carries out research in the form of interviews and analysis. This provides a basis for practical implementation of recommendations by relevant stakeholders and represents potential improvements for organisational well-being and overall business outcomes. The foremost objectives are exploring and challenging existing employee perceptions of stress management strategies. It outlines the data outcomes of semi-structured interviews, establishing the relationship with a review of relevant literature. This imparts a detailed examination of representative research findings through thematic narrative analysis, supporting the understanding of relevant proposed recommendations. Insightful questions emerged from participants’ verbal expressions, which challenged the postulated beliefs within the critical literature review (see Vol 5, Issue 3, of this journal). Stress management interventions are a critical component of organisational well-being strategies; contributing to improved outcomes within the Welsh public sector. Yet staff often distrust interventions from senior staff, and contentious issues tend to be ignored. Thus, a critical examination of employee attitudes towards work stress supports the development of a positive internal organisational culture (Baptiste, 2009). Additionally, a positive organisational climate strengthens employees’ resilience to job demands and changes mutual expectations within individual psychological contracts (Hoel & Beale, 2006). Consequently, WAG may experience improved retention levels, average turnover rates and reduced long-term stress-related absenteeism (CIPD, 2009). The findings outline data outcomes of semi-structured interviews with fifteen HR Advisers within WAG, and impart a detailed examination of representative research findings through thematic narrative analysis, supporting the understanding of relevant proposed recommendations (Locke et al., 2007). Insightful questions emerged from participants’ verbal expressions, which challenged the postulated beliefs within the critical literature review (Babbie, 2010). The conclusions provide a basis for the practical implementation of recommendations by relevant stakeholders, and represent potential improvements within organisational well-being and overall business outcomes.