These changes include changing the work load and pace so that it matches the capabilities of employees; developing a work schedule that emphasises a suitable congruence between work and home life; an emphasis on job security and career development, changes to the social environment that focuses on social networks and support and job content, which gives the role meaning. These organisational level interventions focus on structural changes that help make the workplace a happy and healthier place. The emphasis is on organisational changes, rather than being employee focused. However, their proposed changes tackle the known organisational level stressors that contribute to employee stress.
Another approach postulated by Cooper and Cartwright (1997) is a three-tier approach to stress management that focuses on primary, secondary and tertiary level interventions. Primary level interventions focus on the organisational level stressor reduction, while secondary level interventions focus on stress management and prevention of the stress escalating. Tertiary level interventions are employee assistance led such as counselling that addresses existing problems. Many stress management programmes have been employee-focused, which have been criticised for attributing responsibility and ownership of stress management to the employee, and an over emphasis on increasing productivity. However, a broad range of interventions are recommended. Although the emphasis is on tackling organisational stressors through primary interventions first, building employees’ repertoires of positive emotions will complement an organisation through fostering a happy and healthy workforce that can adapt to any changes and development that are a natural part of the modern working life