Managing the Stress of Change in the Public Sector

Abstract

Outlines some of the dramatic changes which have had an impact on public sector organizations in the United Kingdom, and the likely effects for employees. Argues that enhanced demands which have accompanied these changes create a cumulative spiral of pressures for organization members, rendering them susceptible to the adverse effects of work stress. This view is supported by a case study which outlines the experiences of one large public sector organization subject to the change process. Consequently, it is essential that the issue of stress and its management features increasingly on the agenda of efficient and effective public sector managers. Presents a practical, all‐encompassing action model, total stress management, as one approach to enable organizations and their members to cope effectively with the stress of change in the public sector.

Citation

McHugh, M. and Brennan, S. (1994), "Managing the Stress of Change in the Public Sector", International Journal of Public Sector Management, Vol. 7 No. 5, pp. 29-41. https://doi.org/10.1108/09513559410067500