[Prevention of stress in the workplace].
The chronological/logical path goes from the base distinction that classify the stressing phenomena between the two categories, eu-stress and dis-stress. It is underlined the subjective characteristic of stressing processes, the statement that what might be eu-stress for someone can be dis-stress for others. The organizational setting can be considered as a privileged preventive intervention area. Therefore it is suggested this categorization for the stress organizational causes: Causes connected to the organizational system (Incoherencies or structural understaffing, procedural incoherencies); Causes connected to the wrong alignment of competencies; Causes connected to the wrong alignment of aptitudes; Causes connected to the social dynamics of abuse of power. The categories to differentiate the stress organizational causes are proposed to give a useful glossary to design various preventive actions: Preventive actions on the organizational setting; Preventive actions through education; Preventive actions about role redesign; Preventive actions aimed at sustaining ethical social cohabitation. Finally, it is assessed that the approach to organizational stress requires an holistic, multi disciplinary perspective analysis, able to connect the ethic and qualitative characteristic of the markets (closed and open markets) to the organizational setting, to the subject peculiar character at work and its impact with working roles, to the social dynamics derived from hierarchical roles, to the organizational moods, to the individual perceptions, to the clinical paths.
Vaccani
R
R
SDA Bocconi Milano, Milano, Italy.
D006801:Humans; D033183:Interdisciplinary Communication; D007558:Italy; D001523:Mental Disorders / Q000517:prevention & control; D015279:Organizational Culture; D013315:Stress, Psychological / Q000517:prevention & control*; D013647:Task Performance and Analysis; D017132:Workplace / Q000458:organization & administration*