One consequence of the evolution to a more global economy is that as the competition for market share and survival increases, pressure mounts on workers to become ever more productive (Hoel et al. 2001). Occupational stress is an unfortunate consequence of this, affecting a growing number of people across the world (Cox et al. 2000). It is estimated that up to 40% of all sickness absence from work is due to stress (Confederation of British Industry [CBI] 2000; Hoel et al. 2001). In the UK alone this is costing employers and health insurance companies billions of pounds each year in lost productivity and health insurance claims (CBI 2000; Gordon and Risley 1999). However, the costs of stress in organizational terms are much broader than just those incurred through sickness absence. They include increased staff turnover, recruitment problems, low morale in staff, decreased productivity, poor time-keeping, impaired decision-making, increased industrial conflicts, increased accident rates, premature ill-health retirement, and costs related to redeployment, retraining, replacement, grievance procedures, and litigation (Cooper et al. 1996; Firth-Cozens 1993).