Getting the balance right: the need for a comprehensive approach to occupational health

One common theme that links the articles in this issue of Work & Stress is that the organisation is an important determinant of occupational health (Kudielka, von Kaumlnel, Gander, & Fischer, 2004; de Lange, Taris, Kompier, Houtman, & Bongers, 2004); and optimally designing organisational structures, processes, and strategies will best ensure employees' well-being (Cox, Leka, Ivanov, & Kortum, 2004; Van der Klink, Blonk, Schene, & Van Dijk, 2001). Indeed, this philosophy underpins the United Kingdom (UK) Health and Safety Executive's (HSE's) 'Management Standards' approach for reducing workplace stress, which is also presented in this issue (Cousins, Mackay, Clarke, Kelly, Kelly, & McCaig, 2004; Mackay, Cousins, Kelly, Lee, & McCaig, 2004). These standards specify a collaborative process of organisational analysis and change that aims to ensure that a workplace has non-toxic levels of six occupational stressors (i.e., demands, control, support, relationships at work, roles, and change). This organisational-directed approach to occupational health currently enjoys a great deal of support amongst policy makers, European governments, and occupational health psychologists (see Cox et al., 2004). For example, this stressor reduction approach to health is reflected in European Union law, which views the organisation, not individuals, as the generator of risk to occupational health (Cox et al., 2004; European Commission, 1989).