Lewinsohn, P. M., Munoz R., Youngren M. A., & Zeiss A. M.
(1978).
Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
Eliot, R. S., Breo D. L., & Debakey M. E.
(1989).
Is It Worth Dying For?.
"Wellness programs are spreading with the increasing recognition that stress affects work performance and that the workplace is the easiest place to intervene in the stress cycle for large numbers of people....
The other way that organizations can prevent and reduce stress is through humane management. Today there is much talk about 'corporate cultures.' Observers note that, increasingly, the most successful companies rely not so much on hierarchy and structure as they do on a corporate culture rooted in humanist values, including a commitment to employee well-being and flexibility about individual needs which promote both creativity and productivity." (p 221)
O'Toole, J., Lawler E. I. I. I., & Meisinger S. R.
(2007).
The New American Workplace.
Put positively, in the 1970s, there seemed to be an untapped opportunity to improve physical and mental health by changing working conditions. What gave health researchers particular hope was that the nascent efforts to redesign jobs by giving workers greater autonomy and control over their tasks appeared not only to improve their job satisfaction and productivity, but also to reduce their stress. But over the next few years, a closer look at the research revealed that there was a line line between a challenging job and a stressful one; worse, it appeared that efforts to increase worker involvement and self-management might actually increase stress. That would have been a significant finding: if job enrichment created harmful stress, then the quality of work-life movement would have been laid to rest. However, later research showed that when workers were given more responsibility and, at the same time, more authority, tools, resources, education, and control over their tasks—as they typically are at High-Involvement Companies—the actual effect was a reduction in dysfunctional stress. Hence, it was learned that the key to healthy workplaces was to carefully redesign work tasks to provide a supportive environment."
Herr, P.
(2009).
Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"Leaders who help employees master their professions provide a vital mental-health service because the penalty for being deemed incompetent is chronic, unremitting pain. As I said before, incompetency is not an option for skill-based creatures such as ourselves. Human beings are not designed to be lazy malingerers. Rather, we are designed to struggle, strive, and master the survival skills of the group." (p. 142)