ABSTRACT
The direct and indirect costs of occupational stress can he measured in both humanistic and financial terms. Therefore, financially healthy organizations are likely to he those which are successful in maintaining and retaining a workforce characterized by good physical, psychological, and mental health. In drawing upon recent empirical studies, this paper examines a wide range of issues including: factors intrinsic to the job, corporate culture, managerial style, style of work organization and physical layout, home/work interface, etc., which impact on employee health and well-being, and so determine the financial health and profitability of the organization. It also addresses the efficacy of various intervention strategies in reducing employee stress, and their implications for organizational practices and human resource policies.
