Chapter 10. Stress and Careers

  1. Cary L. Cooper Professor Editor-in-Chief President Chair Fellow2,
  2. Dr. James Campbell Quick Professor Fellow3 and
  3. Marc J. Schabracq health psychologist consultant4
  1. Yehuda Baruch

Published Online: 17 DEC 2009

DOI: 10.1002/9780470682357.ch10

International Handbook of Work and Health Psychology, Third Edition

International Handbook of Work and Health Psychology, Third Edition

How to Cite

Baruch, Y. (2009) Stress and Careers, in International Handbook of Work and Health Psychology, Third Edition (eds C. L. Cooper, J. C. Quick and M. J. Schabracq), Wiley-Blackwell, Oxford, UK. doi: 10.1002/9780470682357.ch10

Editor Information

  1. 2

    Lancaster University Management School, Lancaster University, Lancaster, LA1 4YW, UK

  2. 3

    Goolsby Leadership Academy, The University of Texas at Arlington, PO Box 19377, Arlington, TX 76019-0377, USA

  3. 4

    Human Factor Development, The Netherlands

Author Information

  1. Group & Organization Management, Norwich Business School, UEA, UK

Publication History

  1. Published Online: 17 DEC 2009
  2. Published Print: 11 DEC 2009

ISBN Information

Print ISBN: 9780470998069

Online ISBN: 9780470682357



  • stress and careers;
  • stress, major factor in human life influencing people - positively or negatively;
  • setting career priorities across three ‘mirrors’ – career stage and gender;
  • career stage and career stress sources;
  • ‘right’ levels of stress and cognitive activation theory of stress (CATS);
  • stress management – organizational perspective;
  • so-called ‘best practice’ and organizational interventions;
  • pension conditions and learning tax regulations in reducing stress;
  • career counselling - two-way communication between employer and employee;
  • career practices and needs of specific populations


This chapter contains sections titled:

  • Personal Differences

  • What is the ‘Right’ Level of Stress?

  • Stress Management – Organizational Perspective

  • A Portfolio of Stress-Related Career Management Practices

  • Individual Implications

  • Managerial Implications

  • Whose Job it is?

  • References