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Journal articles on the topic 'Employee assistance programmes (EAP)'

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Published: 4 June 2021

Last updated: 1 February 2022

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1

Baskar, Karuna, Ellen Mrinalini B. Shinde, and Deepti A. Srinivasan. "Promoting Mental Well-Being Through Employee Assistance Programmes." NHRD Network Journal 14, no. 1 (January 2021): 64–82. http://dx.doi.org/10.1177/2631454120979764.

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Mental health is increasingly being recognised as a critical component of employee well-being. Employee Assistance Programmes (EAPs) provide a comprehensive range of services to corporations to enhance the mental well-being of employees, leading to greater productivity. Increased uptake of EAP services across industries in India over the past two decades clearly indicates the growing recognition of the value of such services. Is there a real need in India for mental health services or are EAPs more suited to a western context and typically introduced only in response to a global mandate? How do employees and organisations benefit from the introduction of an EAP? This article seeks to address these questions by examining mental health data and EAP utilisation trends in India. It also explores the business case for EAP, outlines the components of a comprehensive EAP and draws attention to the unique attributes that would make an EAP effective in the Indian context thereby providing a significant return on investment for the organisation.

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2

Rhéaume, Jacques. "Santé Mentale au Travail: L'Approche Des Programmes D'Aide Aux Employés." Canadian Journal of Community Mental Health 11, no. 2 (September 1, 1992): 91–107. http://dx.doi.org/10.7870/cjcmh-1992-0016.

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This paper concerns the main results of an empirical study addressing 129 practitioners involved in Employee Assistance Programs (EAP) in Quebec. The author defines this type of program on the basis of the linkage between work structure and mental health issues. The linkage between health and work can be appraised through four different traditions: the struggle against alcoholism, work counselling, health and safety at work, and the quality of working life. The present EAP orientations, their organizational setting, and their dominant type of intervention can be related to a work counselling model. A union alternative approach, based on “union counselling” practice indicates a more community-based type of intervention. The conclusion is that both types of interventions are still quite far from a more organizational perspective, in which work structure would represent a salient factor influencing workers' mental health.

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3

Soeker, Shaheed, Tandokazi Matimba, Last Machingura, Henry Msimango, Bobo Moswaane, and Sinazo Tom. "The challenges that employees who abuse substances experience when returning to work after completion of employee assistance programme (EAP)." Work 53, no. 3 (March 14, 2016): 569–84. http://dx.doi.org/10.3233/wor-152230.

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4

Nakao, Mutsuhiro, Mariko Nishikitani, Satoru Shima, and Eiji Yano. "A 2-year cohort study on the impact of an Employee Assistance Programme (EAP) on depression and suicidal thoughts in male Japanese workers." International Archives of Occupational and Environmental Health 81, no. 2 (May 10, 2007): 151–57. http://dx.doi.org/10.1007/s00420-007-0196-x.

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5

Bakar, Abu Yazid Abu, Hazaila Hassan, and Salleh Amat. "‘SELF-IE’ MODULE: A COUNSELING PSYCHOLOGY INTERVENTION TO SUPPORT SELF-CHANGE AND WORK-PERFORMANCE ENHANCEMENT OF LOW-PERFORMING CIVIL SERVANTS." Humanities & Social Sciences Reviews 8, no. 4 (July 5, 2020): 78–83. http://dx.doi.org/10.18510/hssr.2020.849.

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Purpose of the study: This study aims to examine the impact of a psychoeducational module known as the ‘SELF-IE’ module in helping low-performing civil servants. It is measured through the self-change variables of emotional stability, psycho-spirituality, and behavioral adjustment among respondents, who attended 2017 Self-Change and Well-Being Programme that used the ‘SELF-IE’ module as the intervention. Methodology: This is a quasi-experimental study, in which the impact of the ‘SELF-IE’ module was determined by measuring the mean differences of the variables for both experimental and control groups. Data were collected from a total of 68 respondents using the Personal Well-Being Questionnaire (PWQ) consisting of 60 items divided into five different sections. Main Findings: There is a significant mean difference in all three measured variables (emotional stability, psycho-spirituality, and behavioral adjustment) between both experimental and control groups, which means that the intervention using the ‘SELF-IE’ module has a positive impact in self-change of the respondents in those variables. Applications of this study: The result of this study can provide useful information to help improve any self-development program for employees’ particularly in public organizational settings. The information should be beneficial for organizational counselors or industrial psychologists, and human resources or training managers. Novelty/Originality of this study: This study specifically enhances the human assessment performance in the Public Service Department (PSD), whereby the development of the ‘SELF-IE’ module has improved the current module used in public organizations’ employee assistance program (EAP).

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6

Desmond, Richard E. "Careers in Employee Assistance Programs." Journal of Applied Rehabilitation Counseling 16, no. 2 (June 1, 1985): 26–30. http://dx.doi.org/10.1891/0047-2220.16.2.26.

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Employee Assistance Programs (EAPs) are being developed in all types of organizations. This development is seen as a valuable opportunity for employment of rehabilitation counselors. A rationale which suggests that rehabilitation counseling training is appropriate for EAP work is presented. Employee assistance programs are described as following three models: (a) the In-house model, (b) the Consortium model, and (c) the Trained agent model. The functioning of a rehabilitation counselor under each is described. Organizational demands on a counselor working in an EAP in a profitoriented organization also are discussed. A brief discussion which explains how rehabilitation counseling training programs can be modified to develop a specialty in EAP work is presented. Considerations which potential EAP counselors should weigh before planning to enter EAP work are discussed. Finally, resources for learning more about EAPs are identified.

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7

Masi, Dale A., and Michelle E. Goff. "The Evaluation of Employee Assistance Programs." Public Personnel Management 16, no. 4 (December 1987): 323–27. http://dx.doi.org/10.1177/009102608701600404.

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As employee assistance programs have gained popularity, more and more managers are asking for ways to prove that EAPs are cost-effective. Out of that need, the field of EAP evaluation was born. The author discusses the growing field of EAP evaluation—both qualitative and quantitative—and also raises some of the confidentiality issues that arise when third-party evaluations of EAP services are conducted.

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8

Felton, Jean Spencer. "Employee assistance programmes." Occupational Medicine 44, no. 1 (1994): 50–51. http://dx.doi.org/10.1093/occmed/44.1.50-c.

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9

Roberts, Murray. "Employee assistance programmes." Occupational Medicine 44, no. 2 (1994): 111. http://dx.doi.org/10.1093/occmed/44.2.111-a.

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10

Daniels, Shirley. "Employee assistance programmes." Work Study 46, no. 7 (December 1997): 251–53. http://dx.doi.org/10.1108/00438029710191933.

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11

MacDonald, Scott, and Stephen Dooley. "Employee Assistance Programs: Emerging Trends." Canadian Journal of Community Mental Health 9, no. 1 (April 1, 1990): 97–105. http://dx.doi.org/10.7870/cjcmh-1990-0007.

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Ninety-one Employee Assistance Program (EAP) policies were examined to assess factors associated with temporal changes and union endorsement. It was found that recent policies and policies with union participation were significantly more likely to: (a) emphasize mechanisms for promoting voluntary referral, (b) contain more procedures to protect confidentiality, and (c) mention the importance of informing employees about the EAP.

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12

Bickerton, Richard. "Information Management and Employee Assistance Program Imperatives." Public Personnel Management 16, no. 4 (December 1987): 349–58. http://dx.doi.org/10.1177/009102608701600408.

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We live in an age when information and technology are of primary importance to our lives. Those who control information, and its timely and credible dissemination, wield great power. This is also true in the EAP field. The ALMACA Clearinghouse for Employee Assistance Program Information collects and disseminates EAP-specific technical assistance data with the goal of providing Clearinghouse subscribers information that maintains their own competence and improves upon others' understanding and utilization of EAP practices and procedures.

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13

Quick, R. C., W. J. Sonnenstuhl, and H. M. Trice. "Educating the Employee Assistance Professional: Cornell University's Employee Assistance Education and Research Program." Public Personnel Management 16, no. 4 (December 1987): 333–43. http://dx.doi.org/10.1177/009102608701600406.

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This article outlines in considerable detail Cornell University's Employee Assistance Education and Research Program which is funded by the New York State Department of Alcoholism and Alcohol Abuse, in cooperation with the Christopher D. Smithers Foundation of Mill Neck, NY. It utilizes an academic curriculum in combination with field experience to further develop the EAP profession. It has been on-going since the Fall of 1985 in various New York State cities (Syracuse, New York, Rochester, and Albany) and will soon expand to include Buffalo and Long Island. The authors were assisted with implementation of the program by Bernard Flaherty, who acts as its co-director, and who is Director of the Central District of Cornell's Extension Division of the School of Industrial and Labor Relations. In addition, the article addresses a dilemma faced by personnel executives as they try to reach decisions about how to assure quality in the EAP programs, and in the personnel who staff them. On the one hand, they seek practical, applied programs that can be readily implemented and attractive to employees. On the other, there is a need to feel confident that the EAP personnel they employ are thoroughly acquainted with the workplace, and with the treatment place, and have a sound understanding of the emotional disturbances that cause troubled employees to be poor performers.

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14

Schmidenberg, Olive C., and John L. Cordery. "Managing Employee Assistance Programmes." Employee Relations 12, no. 1 (January 1990): 7–12. http://dx.doi.org/10.1108/eum0000000001020.

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15

Donnelly, Elizabeth, Colby Valentine, and Karen Oehme. "Law enforcement officers and Employee Assistance Programs." Policing: An International Journal of Police Strategies & Management 38, no. 2 (May 18, 2015): 206–20. http://dx.doi.org/10.1108/pijpsm-11-2014-0116.

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Purpose – The toll of the stresses of policing on officers’ physical and mental health and on their individual work and family functioning has been well documented in the literature. Given the well-established consequences of work-related stress on law enforcement, it becomes important to understand how officers are utilizing institutional support systems. Specifically, the purpose of this paper is to elucidate the relationship between officers and Employee Assistant Programs (EAPs). Design/methodology/approach – Data were collected from surveys attached to an online officer training targeting domestic violence in law enforcement families in a large southern state. Findings – A total of n=934 participants were retained for analyses. Few respondents (16.2 percent) reported accessing their EAPs. Totally, 56.4 percent reported knowing enough about their EAP and how to access it; 33 percent of participants would not use their EAPs for domestic violence concerns. No significant differences among officers who did and did not access their EAPs for workplace stress, posttraumatic stress, alcohol use, or domestic violence were identified. Significant differences in alcohol use, posttraumatic stress, and operational stress were identified in those who reported not knowing enough about how to access their EAP. Practical implications – Concrete suggestions are offered to help increase officers’ knowledge and understanding of the importance of mental health and EAPs. Agencies should consider a more comprehensive approach to mental health to ensure that officers get the help they need. Originality/value – Very little is known about the relationship that law enforcement officers have with EAP services. This study sheds light on some important differences in work-related stress, stress reactions, and knowledge and familiarity with EAP services.

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16

King, Stephen. "Counselling through Employee Assistance Programmes." Management Development Review 7, no. 2 (April 1994): 38–40. http://dx.doi.org/10.1108/eum0000000003932.

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17

Carolyn Highley, J., and Cary L. Cooper. "Evaluating Employee Assistance/Counselling Programmes." Employee Counselling Today 5, no. 5 (May 1993): 13–18. http://dx.doi.org/10.1108/13665629310049339.

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18

Ryan, Dorothy, and Ronna Jevne. "A Comprehensive Employee Assistance Program [EAP] for Educators." Employee Assistance Quarterly 9, no. 1 (November 10, 1993): 79–90. http://dx.doi.org/10.1300/j022v09n01_04.

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19

Delaney, Thomas J. "The EAP Part of Personnel Function." Public Personnel Management 16, no. 4 (December 1987): 359–62. http://dx.doi.org/10.1177/009102608701600409.

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In the past two decades much has changed in the way of employee assistance programs. However, substance abuse among workers and its interference with job performance has not changed. While some have argued that greater emphasis be placed on preventative measures, the author believes that from the inception, employee assistance programs have been preventative—by educating the public, by performing screening and gatekeeping functions for referrals, and by providing feedback from providers on how employees are progressing.

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20

Denzin, Norman K. "Living and Dying in an Employee Assistance Program." Journal of Drug Issues 25, no. 2 (April 1995): 363–78. http://dx.doi.org/10.1177/002204269502500209.

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A contextual natural history, case study analysis of what happened to an Employee Assistance Program (EAP) at Midwestern University is offered. Personal narratives depicting the consequences of this change are presented and analyzed.

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21

French, Michael T., Gary A. Zarkin, and Jeremy W. Bray. "A Methodology for Evaluating the Costs and Benefits of Employee Assistance Programs." Journal of Drug Issues 25, no. 2 (April 1995): 451–70. http://dx.doi.org/10.1177/002204269502500213.

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Employee assistance programs (MPs) represent a relatively new fringe benefit for workers; the number of these programs has been steadily increasing in worksites of all sizes. Despite this surge in the growth of EAPs, few studies have estimated their costs or benefits. To guide future economic evaluation studies of EAPs, we have developed a methodology that has four components: a process description to understand the structure, operating environment, and goals of the EAP; a cost analysis to comprehensively identify and estimate the full range of EAP costs; an outcomes analysis to rigorously estimate the effectiveness of the EAP for groups of employees and the overall impact of the EAP on employee performance and workplace productivity; and an economic evaluation to estimate cost-effectiveness ratios, dollar benefits, and net benefits of the EAP. Our methodology is based on standard economic theory, but we present the evaluation strategy in a nontechnical way so that it can be used by employers and other researchers to estimate the costs and benefits of EAPs.

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22

Zarkin, G. A., J. W. Bray, G. T. Karuntzos, and B. Demiralp. "The effect of an enhanced employee assistance program (EAP) intervention on EAP utilization." Journal of Studies on Alcohol 62, no. 3 (May 2001): 351–58. http://dx.doi.org/10.15288/jsa.2001.62.351.

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23

Woollcott, David. "EMPLOYEE ASSISTANCE PROGRAMMES: MYTHS AND REALITIES." Employee Counselling Today 3, no. 4 (April 1991): 14–19. http://dx.doi.org/10.1108/eum0000000002862.

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24

Thomas, Barbara S. "Using computers in employee assistance programmes." Employee Counselling Today 8, no. 5 (September 1996): 17–21. http://dx.doi.org/10.1108/13665629610127753.

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25

Lloyd, G. G., Y. Doyle, and C. Grange. "Medical implications of employee assistance programmes." Occupational Medicine 49, no. 3 (1999): 193–95. http://dx.doi.org/10.1093/occmed/49.3.193.

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26

Blum, Terry C., and Paul M. Roman. "Purveyor Organizations and the Implementation of Employee Assistance Programs." Journal of Applied Behavioral Science 24, no. 4 (December 1988): 397–411. http://dx.doi.org/10.1177/002188638802400407.

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Employee assistance programs (EAPs) have diffused rapidly, but few studies have examined the processes of this diffusion, and most of these have focused on the characteristics of the organizations adopting EAPs. This article addresses the “purveyor organizations ” that market EAPs to others. The authors hypothesized that the greater the purveyor organization's integration of and managerial control over its subunit for EAP service delivery, the more supportive relationships the purveyor organization has with treatment organizations within its community, and that the higher its level of sociopolitical acceptability, the more successful it will be in encouraging organizations adopting EAPs to implement them fully. Using survey data from 724 occupational program consultants from purveyor organizations, the authors conducted a multivariate analysis. Their findings support the hypotheses that these features of purveyor organizations affect the extent to which EAPs are implemented, with managerial control over the EAP subunit accounting for the most variance.

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27

Evans, Barbara L., and Harrison M. Trice. "Acceptance and Implementation of Eap Core and Noncore Tasks." Journal of Drug Issues 25, no. 2 (April 1995): 379–96. http://dx.doi.org/10.1177/002204269502500210.

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This study explores the attitudes of aspiring and practicing EAP workers toward twenty EAP job tasks — ten that conform to the EAP core tasks and ten that do not. Implementation of the EAP core and noncore tasks is also examined. Findings suggest that although the EAP core tasks are widely accepted, EAP workers implement, in practice, several noncore tasks as often as some of the core tasks. These data also suggest that assisting workers with substance abuse problems continues to be a central theme in employee assistance practice.

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28

Orlans, Vanja. "EVALUATING THE BENEFITS OF EMPLOYEE ASSISTANCE PROGRAMMES." Employee Counselling Today 3, no. 4 (April 1991): 27–34. http://dx.doi.org/10.1108/eum0000000002864.

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29

Pejatović, Aleksandra, and Edisa Kecap. "Providing employee assistance through multifunctional learning programmes." Andragoske studije, no. 2 (2018): 45–63. http://dx.doi.org/10.5937/andstud1802045p.

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30

Megranahan, Mike. "EMPLOYEE ASSISTANCE PROGRAMMES: FRAMEWORKS AND GUIDING PRINCIPLES." Employee Counselling Today 2, no. 3 (March 1990): 28–33. http://dx.doi.org/10.1108/eum0000000002849.

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31

French, Michael T., Laura J. Dunlap, Gary A. Zarkin, and Georgia T. Karuntzos. "The costs of an enhanced employee assistance program (EAP) intervention." Evaluation and Program Planning 21, no. 2 (May 1998): 227–36. http://dx.doi.org/10.1016/s0149-7189(98)00013-5.

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32

Lucas, John J., and Stephanie Clute. "Case Study: Potential Violation Of The Employee Assistance Program (EAP)." Journal of Business Case Studies (JBCS) 9, no. 4 (July 16, 2013): 333. http://dx.doi.org/10.19030/jbcs.v9i4.7960.

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This Human Resource Management case focuses on a potential violation of a companys Employee Assistance Program (EAP) and the appropriate procedure to address this issue. This case is based upon an actual event that occurred at a production plant of a Fortune 500 company. The case study can be used for any undergraduate or graduate level human resource management class. It is designed to be conducted as a group assignment or general class discussion within one class hour.

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33

Perry, Ronald W., and N. Joseph Cayer. "Evaluating Employee Assistance Programs: Concerns and Strategies for Public Employers." Public Personnel Management 21, no. 3 (September 1992): 323–34. http://dx.doi.org/10.1177/009102609202100304.

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The growth in numbers of Employee Assistance Programs (EAP) in the public sector in recent years raises questions about their effects for employers. However, effective evaluation appears to be elusive. The article examines the special issues surrounding EAPs with particular attention to the unique setting of public sector programs. A broad evaluation strategy is recommended and outlined, and suggestions for its use are made.

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34

SHIMA, Satoru, Katsutoshi TANAKA, and Sayo OHBA. "Employee Assistance Program." SANGYO EISEIGAKU ZASSHI 44, no. 2 (2002): 50–55. http://dx.doi.org/10.1539/sangyoeisei.kj00002552690.

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35

Karuntzos, Georgia T., Laura J. Dunlap, Gary A. Zarkin, and Michael T. French. "Designing an Employee Assistance Program (EAP) Intervention for Women and Minorities." Employee Assistance Quarterly 14, no. 1 (March 11, 1998): 49–67. http://dx.doi.org/10.1300/j022v14n01_05.

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36

Nobrega, Suzanne, Nicole J. Champagne, Lenore S. Azaroff, Karishma Shetty, and Laura Punnett. "Barriers to Workplace Stress Interventions in Employee Assistance Practice: EAP Perspectives." Journal of Workplace Behavioral Health 25, no. 4 (October 28, 2010): 282–95. http://dx.doi.org/10.1080/15555240.2010.518491.

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37

MUTO, Takashi, Yasuo HARUYAMA, and Toshiaki HIGASHI. "Descriptive Study of External Employee Assistance Program Providers (EAP) in Japan." Industrial Health 50, no. 4 (2012): 322–25. http://dx.doi.org/10.2486/indhealth.ms1343.

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38

Yu, Ming-Chu, Chiu-Chuan Lin, and San-Yuan Hsu. "Stressors and burnout: The role of employee assistance programs and self-efficacy." Social Behavior and Personality: an international journal 37, no. 3 (April 1, 2009): 365–77. http://dx.doi.org/10.2224/sbp.2009.37.3.365.

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This study was aimed at exploring the roles of self-efficacy and an Employee Assistance Program (EAP) in employee burnout associated with stress. A total of 600 questionnaires were sent and 205 were collected from employees in high-tech industries in a Science Park in Taiwan. The valid collection rate was 34.2%. Path analysis was used to test the model. The results show that stressors can negatively and indirectly influence burnout through self-efficacy. This finding means that companies trying to reduce employee burnout should pay much more attention to enhancement of employee self-efficacy. Implications for application and future research are discussed.

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39

Stolz, Pierre. "EMPLOYEE ASSISTANCE PROGRAMMES IN EUROPE – BARRIERS AND OPPORTUNITIES." Employee Counselling Today 3, no. 4 (April 1991): 4–13. http://dx.doi.org/10.1108/eum0000000002861.

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40

Creegan, Shelagh. "Book Review: Employee Assistance Programmes and Workplace Counselling." British Journal of Occupational Therapy 60, no. 6 (June 1997): 272. http://dx.doi.org/10.1177/030802269706000611.

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41

Smewing, Chris, and Tom Cox. "Employee assistance programmes and their place within universities." British Journal of Guidance & Counselling 26, no. 2 (May 1998): 273–85. http://dx.doi.org/10.1080/03069889808259706.

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42

Reichman, Walter, and Bernard E. Beidel. "Implementation of a State Police EAP." Journal of Drug Issues 19, no. 3 (July 1989): 369–83. http://dx.doi.org/10.1177/002204268901900305.

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The implementation of the employee assistance program in the New Jersey State Police was studied over a three-year period. Quesionnaires were sent to a stratified random sample of sworn members once each year for three years. The questionnaire contained items to measure the degree of diffusion, receptivity, and the use of the program. The initial hypothesis was that the implementation of the program would follow the three-phase process of diffusion receptivity and use. The result of the first survey indicated the program was in the diffusion stage with more than 69% of the troopers having heard of the employee assistance program. Response to the receptivity items revealed there was an awareness and sensitivity to the need for the program and its potential benefits. The results of the second survey showed that the diffusion stage was strengthened with 78% of the response having heard of the program. Receptivity to the program had not increased significantly and use was minimal. On the basis of these results, recommendations were made to enlarge and enhance certain program elements. The results of the third survey were quite similar to those of the second. The program was largely in the diffusion stage and was little into receptivity and utilization. Innovative procedures were recommended to move the program into an integral part of the Division.

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43

Brummett, Patricia O'Donnell. "Successfully Matching Employee to Substance Abuse Treatment Through Non-Routinized Employee Assistance Program (EAP) Referral." Employee Assistance Quarterly 15, no. 1 (September 1999): 1–20. http://dx.doi.org/10.1300/j022v15n01_01.

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44

Patton, Gary L., and Karen Simmons. "A New Model: Locating the Employee Assistance Program (EAP) within Pastoral Care." Chaplaincy Today 20, no. 1 (March 2004): 3–7. http://dx.doi.org/10.1080/10999183.2004.10767245.

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45

Rankin, Pedro. "Creating legacy in EAP business: the South African approach towards Employee Assistance." Journal of Workplace Behavioral Health 34, no. 1 (January 2, 2019): 74–75. http://dx.doi.org/10.1080/15555240.2018.1550651.

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46

김수현 and Cheon Choung-Soo. "The Effects of Employer Characteristics on QWL - Moderated by EAP(Employee Assistance Program) -." Productivity Review 28, no. 1 (March 2014): 133–86. http://dx.doi.org/10.15843/kpapr.28.1.201403.133.

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47

Pölzl, Alexandra. "Employee Assistance Programs (EAP) – Psychodrama in der externen Beratung von Mitarbeiterinnen und Mitarbeitern." Zeitschrift für Psychodrama und Soziometrie 19, no. 1 (February 3, 2020): 163–69. http://dx.doi.org/10.1007/s11620-020-00536-2.

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48

Joseph, Beulah, Arlene Walker, and Matthew Fuller-Tyszkiewicz. "Evaluating the effectiveness of employee assistance programmes: a systematic review." European Journal of Work and Organizational Psychology 27, no. 1 (September 6, 2017): 1–15. http://dx.doi.org/10.1080/1359432x.2017.1374245.

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49

Arthur, Andrew R. "Employee assistance programmes: The emperor's new clothes of stress management?" British Journal of Guidance & Counselling 28, no. 4 (November 2000): 549–59. http://dx.doi.org/10.1080/03069880020004749.

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50

Bennett, Nathan. "Stress among Employee Assistance Program Administrators: The Influence of Role and Organizational Characteristics." Journal of Drug Issues 19, no. 3 (July 1989): 403–18. http://dx.doi.org/10.1177/002204268901900307.

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This paper examines the relationship between the role characteristics, organizational characteristics and stress in a sample of employee assistance program (EAP) administrators. In addition, variables which the organizational literature suggests “buffer” the relationship of antecedents with stress are considered. The results indicate that the role, organizational, and intervening variables have unique effects on stress, rather than fitting a buffering model. The perceptions of status and autonomy held by the program administrator, as well as structural characteristics of the workplace, all contribute significantly to an understanding of reported stress.

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