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Journal of Management
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An Experimental Evaluation of a Control Intervention to Alleviate Job-Related Stress

Mary S. Logan

Industrial Relations Department, London School of Economics and Political Science, Connaught House, Houghton St., London CW2A 2AE, England

Daniel C. Ganster

Department of Management, Walton College of Business, University of Arkansas, Fayetteville, AR 72703, dganster{at}walton.uark.edu

This article reports the results of a randomized field experiment that tested the effects of a control-enhancing stress intervention among unit managers of a trucking company. Individuals who managed geographically dispersed profit centers were randomly assigned to either an intervention group (N = 34) or a no-intervention group (N = 30). The intervention increased perceptions of control after 4 months, but only for those managers with supportive supervisors. In conjunction with supervisory support, the intervention produced improvements in job satisfaction, but not general well-being outcomes. The impact of the intervention and supervisory support on satisfaction was fully mediated by control perceptions.

Key Words: job control • stress • social support • well-being • job satisfaction • workplace control

Journal of Management, Vol. 31, No. 1, 90-107 (2005)
DOI: 10.1177/0149206304271383
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