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Psychology is an enormous diverse field. As stated by Arnold (2005) work psychology is about
people¶s behaviour, thoughts, and emotions related to their work. The concept of work
psychology focuses on individuals and groups and explores what goes on in organisations in
terms of underlying psychological processes.

On the other hand, as stated by Cummings and Worley (2005), stress refers to the reaction of
people to their environments and it involves both physiological and psychological responses to
environmental conditions, causing people to change or adjust their behaviours. In other words,
any situation that is seen as uncertain, burdensome, threatening, or boring is likely to induce
stress.

It is therefore accurate to state that there is a definite link and interaction between stress and the
study of work psychology because work psychology brings a degree of scientific severity to the
study of people or the concern of human welfare in the workplace.

As the consultant hired by the Wellington Company, to investigate a claim from an employee
who alleges that she is working in a stressful environment, the author conducted a stress audit
and devised a stress management plan to assist the Wellington Company in viewing this issue
seriously in the advent of combating stress in the workplace.

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Keita, et al. (1995) stated that since the early 1990s an increasing number of employees have
sued their employers for damages resulting from job related stress. As in the case of Young v
The Post office [2002], where the post office worker was awarded £94,000 in stress claim.
However, lawsuits are just one major costs associated with work stress.

Occupational stress is said to cost 10% of gross national product each year in the USA.
Additionally, the Confederation of British Industry in the UK puts the annual cost of stress-
related absenteeism and staff turnover alone at £1.3 billion as stated by Summers (1990).
The author identified the magnitude of the need for the Wellington Company to fully understand
and become increasingly aware of the true costs of stress in the workplace. In addition, a
problem of stress was also recognised having received a claim from an employee.

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According to the International Association for Stress Management (2000), a stress audit is both a
methodology and process of understanding the causes of stress, the adaptation or response to
stress, and of identifying potential stress management techniques and strategy to use inparticular
situations or circumstances.

In initiating the stress audit the author identified a myriad of stress audits, including the Stress
Diagnostic Survey, the Robertson CouperLtd¶s Asset Tool, the Occupational Stress Indicator and
the Job Stress Survey. However, particular attention was placed on the Health & Safety
Executive (HSE) management standards Indicator Tool. For this reason, primarily as it is
mentioned in the case study, it¶s nationally accepted and endorsed by the UK government, and it
is free and easily accessible.

The HSE is the Government body responsible for policy and operational matters related to
occupational safety and health. The HSE Management Standard according to Cooper (2010)
represents a strategic attempt to ensure the organisations comply with guidance on psychosocial
working factors, including workload and management practices to reflect a high level of health,
well-being and organisational performance. TheHSE management standards set out six (6) areas
which the HSE consider to cover the main causes of work-place stress and they are indentified in
Table 2.1.

The HSE, by introducing best practice or improving on existing practices, hoped that these
standards will contribute greatly in reducing stress levels of individuals within the workplace.