ABSTRACT
The purposes of this chapter are two-fold. The first purpose is to review critically yet constructively policies and guidance for organizational practice based on prescriptions for job redesign. The job or workplace as the units of analysis typify many national and supra-national monitoring systems for work-related stress and, in guidance and policy, is probably at its most sophisticated in systems such as Great Britain’s Health and Safety Executive’s (HSE) Management Standards for Work-Related Stress (MS) (www.hse.gov.uk/stress/standards; the development of the Management Standards is presented in detail by Mackay et al., this volume). The second purpose is to suggest areas that policy makers and practitioners may explore to ensure an evolution in guidance, policies and practices that better reflects current knowledge on job design, stress and well-being.
