Managing Organizational Stress: A Field Experiment

Daniel C. Ganster et al

Keywords: Organizational Stress, Intervention, Occupational Health, Relaxation, Cognitive Restructuring

The Study:

This study evaluated the effectiveness of a stress-management training program in the workplace through a field experiment involving 79 public-agency employees randomly assigned to treatment and control groups. The program consisted of 16 hours of training over eight weeks and included cognitive restructuring and progressive relaxation techniques. Physiological indicators (epinephrine, norepinephrine) and psychological indicators (anxiety, depression, irritation, somatic complaints) were measured at pre-test, post-test, and four-month follow-up. 

Main Findings:

Participants who received the training showed significantly lower epinephrine and depression levels compared to controls after the intervention. These effects did not return to baseline at the four-month follow-up. However, when the intervention was later applied to the original control group, the effects were not replicated, casting doubt on the robustness of the findings. No consistent effects were found for norepinephrine, anxiety, irritation, or somatic complaints. 

Practical Implications:

The authors conclude that while stress-management training can yield benefits, organizations should be cautious in adopting such programs as primary solutions. Because they target individual reactions rather than removing workplace stressors, they are better suited as supplemental measures. Implementation requires time and specialized professionals, and effect sizes were modest. 

Reference:

Ganster, D. C., Mayes, B. T., Sime, W. E., & Tharp, G. D. (1982). Managing Organizational Stress: A Field Experiment. Journal of Applied Psychology, 67(5), 533–542. 

Ganster et al 1982.pdf

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