ons should be established. Interventions involving organizational change should receive both short- and long-term scrutiny. Short-term evaluations might be done quarterly to provide an early indication of program effectiveness or possible need for redirection. Many interventions produce initial effects that do not persist. Long-term evaluations are often conducted annually and are necessary to determine whether interventions produce lasting effects.Evaluations should focus on the same types of information collected during the problem identification phase of the intervention, including information from employees about working conditions, levels of perceived stress, health problems, and satisfaction. Employee perceptions are usually the most sensitive measure of stressful working conditions and often provide the first indication of intervention effectiveness. Adding objective measures such as absenteeism and health care costs may also be useful. However, the effects of job stress interventions on such measures tend to be less clear-cut and can take a long time to appear.The job stress prevention process, which can be seen as a recommendation, does not end with evaluation. Rather, job stress prevention should be seen as a continuous process that uses evaluation data to refine or redirect the intervention strategy. This process should be ongoing because stress intervention and reduction is so important for organizations today.Conclusion: In today's fast paced society trying to cope with occupational and social stress is challenge for everyone. Some people view occupational stress a necessary life style to stay competitive in an aggressive business or manufacturing setting. If an individual is bombarded by enough stressors, burn out may be inevitable. Individuals who are exposed to stressors on the job, and/or at home are at risk of becoming physically and psychologically ill. This type of stress creates barriers to productivity for organiza...
