William J. Sonnenstuhl

Harrison Miller Trice

The Crucial Balance

Strategies for Employee Assistance Programs

Cover -- CONTENTS -- PREFACE -- I. EMPLOYEE ASSISTANCE: AN OVERVIEW -- Employee Assistance Terms Defined -- Historical Antecedents of EAPs -- Social Betterment -- Personnel Counseling -- Occupational Mental Health -- Industrial Alcoholism -- Employee Assistance Programs -- Why EAPs Are Adopted -- Union Reactions to Employee Assistance -- Member Assistance -- Summary -- II. EAP PROGRAM COMPONENTS AND IMPLEMENTATION -- Program Policy -- EAP Sensitivity to Alcoholism -- The Core Technology of EAPs -- Top-Management Support -- Program Management and Coordination -- Supervisory Training -- Peer Training -- Employee Education -- The Counseling Component -- In-House Services -- External Services -- Community Resource Network -- Union Support and Involvement -- Summary -- III. ISSUES IN PROGRAM DEVELOPMENT -- Program Strategies and Their Effectiveness -- Constructive Confrontation -- Counseling -- The Case for Balance -- Corporate and Union Responsibilities -- Provision of Services -- Confidentiality -- Third-Party Payment -- Summary -- IV. WORKERS' COMPENSATION, ARBITRATION, AND EAPs -- Workers' Compensation Insurance -- Physical-Mental Injuries -- Mental-Physical Injuries -- Mental-Mental Injuries -- The Tort of Mental Distress -- Alcohol and Workers' Compensation -- Arbitration -- Psychiatric Problems -- Alcohol Problems -- Drug Problems -- EAPs and Employer Responsibility -- V. PROGRAM EVALUATION AND THE FUTURE OF EAPS -- Program Evaluation -- Some Neglected Aspects of Program Evaluation -- Future Studies -- Integrating Research into Practice -- The Crucial Balance: A Summary -- EAP Strategies: Constructive Confrontation and Counseling -- Program Adoption -- Labor-Management Cooperation -- Appendix A: Constructive Confrontation and Its Effectiveness -- Appendix B: Counseling and Its Effectiveness -- References

In the last decade, interest has returned to the study of a cultural, rather than bureaucratic, model of the organization. Trice (emeritus, Cornell U. School of Industrial and Labor Relations) argues that essential to this study is recognition of occupations as potent subcultures, which adapt and interact within the context of the organization. He uses as examples a variety of occupations from pipe welders to concert pianists. Paper edition (unseen), $16.95. Annotation copyright by Book News, Inc., Portland, OR

Harrison Miller Trice

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