EMPLOYEE COUNSELING

What Counseling lIs that usually has emotional con.

The goal of counseling Counseling is discussion with an employee of a problem Counseling seeks to improve
it better.
tent in order to help the employee cope with in meeting organizational
employee mental health and well-being, as well as aid them
expectations. Good mental health means that people:
with most situations
Feel comfortable about themselves (have healthy self-respect, deal
shortcomings, and can
capably, have accurate assessments of their own strengths and
take life's disappointments in stride)
Can relate well to other people (respect differences in others, have satisfying relation
ships, care for others, trust people, and feel responsibility for others)
Are able to meet the demands of life (plan ahead without fears, set realistic goals, han
dle problems as they arise, make their own decisions, and put their best effort into tasks)
The definition of counseling implies a number of characteristics. It is an exchange of ideas
and feelings between two people, nominally a manager and employee, so it is an actof
communication. Since it helps employees cope with problenms, it should improve organiza
tional performance, because the employee becomes more cooperative, worries less about
personal problems, or improves in other ways. Emphasis on counseling also helps the orga
nization become more human and considerate of people's problems.
 On the Job. Poaroid Corporation
Polaroid Corporation recognized that
domestic violence
mong its employees had a powertul negative effect due to domestic vIolence.) Polaroid extended its ernployee
on dssistance program to include treatrnent for domestic vio
workplace productivity and morale. (Four million
inited States are abused by their husbands or women in
partners
lence and developed training prograrms so its managers
annually: workers miss 175,000 days of paid could better recognize symptons of, and deal with, incidents
work each year of domestic violence 24

Counsel1ng may beperformed by both professionals and nonprofessionals. For exarmple,

both ahuman resource specialist in counseling anda supervisor who is not highly trained
In counseling may counsel employees. Therapists and personal
employees, and even an employee's friends may provide counseling.physicians also counsel
Counseling usually is confidential so that employees will feel free to
their problems. It also involves both job and personal problems, since talk openly about
both
lems may affect an employee's performance on the job. For example, one types of prob
employee may be
experiencing the stress of new job expectations, while another may be distraught
following the death of a family member. Both employees are potential with griet
receiving the benefits of counseling at work (see "On the Job: Polaroid candidates for
Corporation").
Need for Counseling
The need for counseling arises from a variety of employee
problems, including stress.
When these problems exist, employees benefit from the understanding and
counseling can provide. For example, one employee feels insecure aboutguidance that
retirement.
Another employee is hesitant to take the risk required by a promotion. A third employee
may exhibit diminished job performance. In all cases, counseling is a necessity.
Ross Callander was an interviewer in astate employment office. Over the span of a
few weeks he became angry easily and was rude to interviewees. His
manager
noticed the change and discussed it with him. When his behavior continued, he was
referred to a counselor. The counselor learned that Callander's son had been
arrested and in anger had accused Callander of being a failure as a parent. Callander
felt resentful, frustrated, and a failure as a parent, and he was transferring these
feelings to his interviewees. With the help of a community agency, Callander's
family problem was solved,and he quickly returned to normaljob performance.
Emotions can cause Most problems that require counseling have some emotional content. Emotions are a
problems
normal part of life. Nature gave people their emotions, and these feelings make people
human, On the other hand, emotions can get out of control and cause workers to do things
that are harmful to their own best interests and those of the firm. They may leave their jobs
because of trifling conflicts that seem large to them, or they may undermine morale in their
departments. Managers want their employees to maintain good mental hecalth and to chan
neltheir emotions along constructive lines so they will work together effectivelv.
What Counseling Can Do
Six functions of Thegeneral objectives of counseling are to improve employees' self-confidence, under
counseling standing, self-control, and their ability to work efectively. These objectives are consistent
with the supportive, collegial, and system models of organizational behavior, which encour
age employee growth and self-direction. They are also consistent with Maslow's higher
order needs and Alderfer's growth needs, such as selt-esteem and self-actualization.
403
 404 Part Six Change and Its Effects

Telling aperson what yTu think should be done:

FIGURE 15.6
Functions of
Advice
coaching
Giving people courage and confidence that they are
Counseling
Reassurance
facing a problem
Providing infornation and understanding
capable of
Communication
Release of emotional Helping a person feel more free of frustrations and
stress
tension
Encouraging more coherent, rational, , and mature
Clarified thinking
thought
Encouraging an internal change in goals, values, and
Reorientation
models mental

The counseling objective is achieved through one or more of the following Counsel
functions. The six activities performed by counseling are shown in Figure
noted later, some types of counseling perform one function better than another
15.6. ing As is
1. Advice Many people view counseling as primarily an advice-giving activity, but in
reality this is only one of several functions that counseling can perform. To give
useful
advice requires acounselorto make judgments about a counselee's problems, to draw upon
relevant expertise, and to lay out a course of action. Herein lies the difficulty, because
understaning another person's complicated problems is almost impossible. In addition
managerial advice-giving may breed a relationship in which the employee becomes denen.
dent on the manager. In spite of all its ills, advice-giving routinely occurs because workere
expect it and managers like to provide it.
2. Reassurance Counseling can provide employees with reassurance, which is a way of
giving them courage to face aproblem or feel confident they are pursuing asuitable course
of action. Reassurance is represented by such remarks as You are making good progress.
Linda," and "Don't worry; this will come out all right."
One trouble with reassurance is that the recipients do not always accept it. They are
smart enough to knowthat the counselor cannot know that the problem will come out all
right. Even if counselees initially accept reassurance, their temporary self-confidence may
fade away as soon as they face their problems again, which means little real improvement
has been made. Their false sense of self-confidence may even lead
them to make poor per
sonal decisions.
3.Communication Counseling can improve both upward and downward communica
tion. In an upward direction, it is a key way for employees to express their
feelings to
management. As many people have said, often the top managers in an organization o
not know how those at the bottom feel. The act of counseling
and if the channels are open, some of these signals will travel
initiates an upward signal.
higher. Individual names
must be kept confidential, but statements of feeling can be
grouped, passed along, and
interpreted to management. An important part of any manager's job is to discover emo
tional problems related to company policies and to transmit
top management. Counseling also achieves downward
those types of problems
selors help interpret company policies and programs to communication because cou
lems related to them. employees as they discusS pto
Emotional catharsis 4. Release of Emotional Tension An
reduces tensions important function of nearly all counseling
release of emotional tension; this release is sometimes called
emotional catharsis. reo
ple tend to get an emotional release from their frustrations and other problems whenevel
they have an opportunity to tell someone about
them, Counseling history consisi
 404 Part Six Change and Its Effects

Telling a person what youthik shoild be done;

that they coaching
FIGURE 15.6 Advice
Giving people courage and confidence are
Functions of
Counseling
Reassurance
facing a problem capable of
Providing information and understanding
Communication
Helping a person feel more free of frustrations and stress
Release of emotional
tension
Clarified thinking Encouraging more coherernt, rational, and mature thought
Encouraging an internal change in goals, values, and mental
Reorientation
models

The counseling objective is achieved through one or more of the tollowing counselino
functions. The six activities performed by counseling are shown in Figure 15.6 A
another
noted later, some types of counseling perform one function better than
I. Advice Many people view counseling as primarily an advice-giving activity, but in
reality this is only one of several functions that counseling can perform. To give useful
advice requires a counselor to make judgments about acounselee's problems,to draw unon
relevant expertise, and to lay out a course of action. Herein lies the difficulty, because
understanding another person's complicated problems is almost impossible. In addition.
managerial advice-giving may breed arelationship in which the employee becomes depen
dent on the manager. In spite of allits ills, advice-givingroutinely occurs because workers
expect it and managers like to provide it.
2. Reassurance Counseling can provide employees with reassurance, which is a way of
giving them courage toface a problem or feel confident they are pursuing a suitable course
of action. Reassurance is represented by such remarks as "You are making good progress.
Linda," and Don't worry; this willcome out all right."
One trouble with reassurance is that the recipients do not always accept it. They are
smart enough to know that the counselor cannot know that the problem will come out all
right. Even if counselees initially accept reassurance, their temporary self-confidence may
fade away as soon as they face their problems again,which means little real improvement
has been made.Their false sense of self-confidence may even lead them to make poor per
sonal decisions.
3. Communication Counseling can improve both upward and downward communica
tion. In an upward direction, it is a key way for employees to express their feelings
management. As many people have said, often the top managers in an organizatiod
not know how those at the bottom feel. The act of counseling initiates an upwardsignal.
and if the channels are open, some of these signals will travel higher.
Individual nai
must be kept confidential, but statements of feeling can be grouped, passed along. ae
interpreted to management. An important part of any manager's job is to discover em0-
tional problems related to company policies and to transmit those types of problemsto
top management. Counseling also achieves downward communication because coun-
selors help interpret company policies and programs to employees as they discuss prob-
lems related to them.
Emotional catharsis 4. Release of Emotional Tension An important function of nearly all counselingis
reduces tensions release of emotional tension; this release is sometimes called emotional catharsis. Peo-
ple tend to get an emotional release from their frustrations and other problemswhenever
they have an opportunity to tell consistently
someone about them. Counseling history
 Counseling 405
Chapter 15 Stress and

Ss tnat as people begin to0 cxnlain their nroblemsto a sympathetic listener, their tensions
begin to subside. They are more relased and their speech is more coherent and ration
Ts Tecase of lension docs not nccessarily solve people's problems, but it d0es reio
nental blocks in the way of solutions, cnabling them to face their problems again ane
cOnstruCively about the, In some cases enotional relcase accomplishes the whole joD,
spemg an cmployee's problems as if thev were mental ghosts, which they largely were.
5. Clarified Thinking Another inction of couDscling 0s that of clarified thinking.
Someimes employces don't inmcdiately realize that their emotional comments do not
mateh the facts of the situation, Thcy may initially magnify minor incidents and jump to
they
arastie COnclusioNs. If the emotional blocks to straight thinking can be eliminated,
begin to thnk more rationally. Realistic thinking is encouraged when employees can talk to
someone who is not emotionally involved.
Claritied thinking tends to be a normal result of emotional release, but a skilled coun
selor can aid this process. Iln order to clarify the employee's thinking, the manager serves as
clarified think
an aid only and refrains from telling the employee what is right. Further, the
or all, of it may take
ing may not even take place while the two persons are talking. Part,
claritied
place later as a result of developments during the conversation. The result of any
and
thinking is that a person is encouraged to accept responsibility for emotional problems
be more realistic in solving them.
reorientation of the individual. This
6. Reorientation Another function of counseling is
about a problem. Reorientation
Reorientation requires a is more than mere emotional release or clear thinking it can help people
major change involves a change inthe employee's basic goals and values. For example,
the kind of function needed to
recognize and accept their own limitations. Reorientation is
potential for physical violence.
help alcoholics return to normalcy or treat a person with the
know its uses and limitations and who
It is largely a job for professional counselors who
recognize those in need of reorienta
have the necessary training. The manager's job is to referred to professional help in time
tion before their need becomes severe, so they can be
for successful treatment.
to counseling. in an
Reorientation is a major thrust of cognitive-behavioral approaches therapists encour
self-talk, cognitive
attempt to reduce or eliminate negative thinking and distorted, or dysfunctional
pessimistic,
age individuals to become more aware of their realistic and even optimistic. The
thoughts, and manage them better by becoming more
of self-managed rewards to reinforce those
focus is on new actions to take and the creation
to better cope with stress through this
actions. Research shows that employees can learn
counseling approach.25
Role
The Manager's Counseling functions usually can be performed successfully by
Excluding reorientation,the counseling counseling functions.
will at times perform all six
skilled and experienced managers. Theycounseling services are available and a
problem is sig
On other occasions, if professional
employees to the professional counselors.
nificant, they will, and should, refer because they are the ones in day-to-day interaction
Managers are important counselors emotional problems of employees and
close their eyes to the
with employees. If managers be saying
you, just
to employees, "I don't care about of my
refuseto discuss them, they appear to "This is not part
when an emotional upset arises, say,
vOur work." Managers cannot, part of the whole employee and
must be considered
counselor." Emotions are reason,
iob. Go see a situationfor which1a manager is responsible. For this
total employment help then understand
a part of the to the highest levels, need training to
Training is needed for
all managers, fronm the lowest
counsel them effectively.
managers problems of employees and
 406 Part Six Change and Its Effects
Since alnost all problems brought to a natager hate acornbination of factual and emo-
tional content, a manager should not spend all day locking for emotional content when a
problem.
rational answer will solve the
During a reorganization of oflice space, if an employec asks, "Is my desk going to
be moved?"" it may be that she is really wondering why anyone would want to move
her desk or whethcr doing so would reduce her status. However, it is also possible
just possible that she only wants to know, "Is my desk going to be moved?" If you
answer, "Yes, over by the window." you have solved the problem she brought you,
amatcur psychiatrist.
and there is no nccd to try to be an
It is saidthat the father of psychiatry, Sigmund Freud, warned about the dangers of looking
for and sceing cmotional meaning in everything a person says or does. When afriend asked
him what was the cmotional meaning of the pipe he smoked, he replied, "Sometimes, sir, a
emotional interpretation.
pipe is just a pipc." meaning it had no particular

TYPES OF COUNSELING
Internms of the amount of direction amanager gives an employee, counseling can be viewed
A continuum of as a continuum from full direction (directive counseling) to no direction (nondirectie
counseling types counseling), as shown in Figure 15.7. Between the two extremes is participative counsel.
ing. These three counseling types are discussed in order to show how managers may vary
their control in a counseling situation.
Directive Counseling
Directive counseling is the process of listening to an employee's problem, deciding with
the employee what should be done, and then telling and motivating the employee to do it.
Directive counseling mostly accomplishes the counseling function of advice but it also
may reassure, communicate, give emotional release, andto a minor extent-clarify think
ing. Reorientation is seldom achieved in directive counseling.
Almost everyone likes to give advice and it is easy to do. But is it effective? Does the
manager really understand the employee's problem? Does the manager have the knowledge
and judgment to make aright decision? Even if the decision is right, will the emplovee fol
low it? The answer to these questions is usually no; hence advice may not be helpful in
counseling.
Though advice is of questionable value, some of the other functions are worthwhile. It
the directive counselor is a good listener, then the employee should feel some emotional
release. As the result of emotional release coupled with ideas that the manager imparts, the
employee also may clarify thinking. Furthermore, useful communication probably takes
place. Both advice and reassurance can be worthwhile if they give the employee more
courage to take ahelpful course of action that the employee supports.

FIGURE 15.7
Types of Counseling Nondirective
According to Amount Participative Directive
counseling counseling counseling
of Direction That
Counselors Provide

No
direction
+ Full
direction
 Chapter 15 Stress and Counseling 407

An Ethics Question
Supervisors often find themselves cauaht between the proverbial rock and a hard place. AS
part of the management team, they may be aware of impending corporate decisions that
have not yet been announced to emplovees. Thevy have an obligation not to disclose key intor
mation prematurely, yet they are tempted to do SO, This ethical dilermma often arises during
Corporate downsizings, during the period when decisions are still being made regarding which
employees to retain and which to release. Assume that amarginal ernployee-one higniy
likely to be on your own list of lavoff recommendations-comes to you in your role as a man
agerial cOunselor and discloses an array of deep personal problems. Then, the individual
changes the topic abruptly and asks, "You don't really think this company would lay off some
one with all of my stresses, do you?" How would you answer this
individual?

Nondirective Counseling
Nondirective, or client-centered, counseling is at the opposite end of the continuum.
Skillful listening is It is the process of skillfully listening to and encouraging an employee to explain trouble
required some problems, understandthem, and determine appropriate solutions. It focuses on the
employee rather than on the manager's roles as judge and adviser-thus, it is employee
centered. Managers can use the nondirective approach; however, care should be taken to
make sure managers are not so oversold on that they neglect their normal directive lead
ership responsibilities.
Nondirective counseling was developed concurrently by two groups: Elton Mayo, Fritz
Roethlisberger, and others at Western Electric Company, as well as Carl R. Rogers and his
colleagues,26 Here is the way nondirective counseling can work:
Harold Pace went to a company counselor, Janis Peterson, for assistance. Peterson
attempted to build a relationship that encouraged Pace to talk freely. At this point,
Peterson defined the counseling relationship by explaining she would not tell Pace
how to solve his problem but that she would try to help him understand it and deal
satisfactorily with it.
Pace then explained his feelings, and the counselor encouraged their expression,
showed interest in them, and accepted them without blame or praise. Eventually the
negative feelings were drained away, giving Pacea chance to express tentatively a
positive feeling or two, a fact that marked the beginning of Pace's emotional
orowth, The counselor encouraged these positive felings and accepted them with
out blame or praise, just as she did the negative feelings.
Over time, Pace began to get some insight into his problem and to develop alter
native solutions to it. As he continued to grow, he was able to choose a course of
need for
positive action and see his way clear to try it. He then felt a decreasing
end.
help and recognized that the counseling relationship should come to an
Throughout the counseling relationship, it is important for the manager to accept
Feelings must be evalu
accepted feelingsrather than judge them, offering blame or praise-because judgment and get the
feelings. The basic idea is to
ation may discourage an employee trom stating true
and to make wise decisions.
employee to discuss feelings openly, to explore solutions,counseling
Maior differences between nondirective and directive are summarized in
person,
Eigre l58. They reveal that in nondirective counseling thecounselee is the key
directive approach.
while the counselor is the key in a
408 Part Six Change and Its Effects

Nondirective Directive
FIGURE 15.8
Major Differences
Counseling Counseling
between Nondirective
The employee primarily The manager primarily
the controls the
Counseling controls the direction of
and Directive
Counseling
method Conversation and does most conversation diandrectidoes
on of the
of the talking. most of the talking.
Employee Manager
Responsibility
for solution
Both parties are on an The manager is clearly
Status of
participants
equal level. Superior to the employee
The employee is The ernployee is
Role of
Participants
psychologically independent
as a person, choOSing a
psychologically
on the nanager,dependent
vwhose
role as a
solution and growing problen-solver
tends to limit
in ability to make choices the
in the future. personal growth. employee',
Emphasis placed Psychological adjustment Solution of current problems
is paramount, with deep is ernphasized, with
feelings and emotional and emotions often
feelings
problems accented.
Ignored.

Use by Professionals Professional counselors usually practice some form of nondirar.

counseling and often accomplish four of the sixX counseling functions. Communication
occurs both upward and downward through the counselor. Emotional release takes nlaca
even more effectively than with directive counseling, and clarified thinking tends to folloy
The unique advantage of nondirective counseling is its ability to cause the employee's reort
entation. It emphasizes changing the person instead of dealing only wth the imnmediate
problem in the usual manner of directive counseling.
Professional counselors treat each counselee as a social and organizational equal. They
primarily listen in a caring and supportive fashion and try to help the counselee discover
and follow improved courses of action. They especially listen between the lines to learn the
full meaning of an employee's feelings. They look for the assumptions underlying the
employee's statements and for the events and feelings that are so painful that the employee
tends to avoid talking about them. As shown in Figure 15.9, nondirective counselors follow
FIGURE 15.9
Iceberg Model of
Counseling
Communication Revealed
level
feelings

Hapertelngs
 Chapter 15 Stress and Counseling 409

aniceberg model of counseling, in which they recognize that sometimes more feelings
ilc hidden under the surface of acounsclec's communication than are revealed. For this rea
NOn, they constantly encourage the counsclee toopen up and revcal deeper feelings that
may help solve the employcc's problem.
CostlinesS of
nondirective counscling
LmtattoIN With alits advantages, nondirective counseling has several limitations that
Testriet its Use at work. First of all, it is more time-consuming and costly than directive
counseing. Since justone cmployec with one problem may require many hoursof a man
dger s time. the number of employces that a manager can assist is limited. Professional
counselors require professional cducation and consequently are expensive. Nondirective
counsclng also depends on acapable willing employee. Itassumes that the employee pos
SeSses a drive for well-being, has enough social intelligence to perceive which problems
need solution, and has sufficient emotional stability to deal with them. The nondirective
counselor needs to be careful not to become acrutch for emotionally dependent employees
to lean on while they avoid their work
responsibilities.
In some cases, counseling itself is insufficient because it necessarily returns the
employee to the same environment that caused the problem. What is really needed is a bet
ter environment for providing enmployeepsychological support. In this situation, the coun
selor may step beyond the usual counseling role and give advice to management to take
corrective action.

Participative Counseling
How does participative Nondirective counseling of employees is limited because it requires professional counselors
counseling work?
and is costly. Directive counseling often is not accepted by modern, independent employees.
The type of counseling typically used in organizations is between the two extremes of direc
tive and nondirective counseling. This middle ground is called participative counseling.
Participative counseling (also called cooperative counseling)is a mutual relation
ship that establishes a cooperative exchange of ideas to help solve an employee's problems.
It is neither wholly manager-centered nor wholly employee-centered. Rather, the two par
ties mutually apply their different knowledge, perspectives, and values to problems. Partic
ipative counseling integrates the ideas of both participants in a counseling relationship. It
is, therefore, a balanced compromise that combines many advantages of both directive and
nondirective counseling while avoiding most of their disadvantages.
Participative counseling starts by using the listening techniques of nondirective counsel
ing, but as the interview progresses, participative counselors may play a more active role
than nondirective counselors would. They offer bits of knowledge and insight; they may dis
cuss the situation from their broader knowledge of the organization, thus giving an employee
a different view of the problem. In general, participative counselors apply the four counsel
ing functions of reassurance, communication, emotional release, and clarified thinking.
Mary Carlisle was emotionally upset because she was not getting the promotions she
wanted. Although she discussed her problem with her supervisor, she was not wholly
satisfied andasked to see a counselor. She and the counselor established open commu
nication early in their discussion because at this point Carlisle was ready to open up
about her problems.
The counselor did not tellCarlisle what to do (directive approach) and did not
various
merely listen (nondirective approach). Rather, the counselor explored
alternatives with Carlisle, communicated some ideas about training, and provided
The result
reassurance that Carlisle could become fully qualified for promotion.
thinking) and chose an
was that Carlisle saw her problem more clearly (clarified
appropriate course of action,
 Advice to Future Managers
1. Be alert for signs of stress in each of your employ 6. Recognize the vital inportance
ees; explore the factors contributing to it and the
potential consequences of it.
feelings and emotions in
work climate. maintainingsensiativposiity tivtoe
7. Remember that almost all
2. Study the key behavioral phenomena underlying
some counseling at some time:
employees wil need
employee reactions to stress, such as threats
to self-esteem, frustration tolerance level, loss
determine whether
a directive, participative, or nondirective
ot control, defense mechanisms, and values
conflicts.
is needed, and assess whether you
ing, time, and skills to proceed
have the approach
train-
3. Pay attention to the existence of hassles, frustra
tions, and stressors, as well as crises. Intervene early fessional counselor.
accordingly
whether the employee should be referred to a or
so as to prevent their magnification. 8. Watch for signs you or others are
becoming worka
4. Seek to identify each employee's proper stress holics. Remember the importance of
threshold and create the conditions that best
lead to employee performance under moderate 9.
proper work-life balance.
Remember that workplace bullying is unacceot.
maintaining a
Stress. able: act to prevent andlor punish any behavior
5. Help employees reduce the negative stress in their that is symptomatic of abusive supervision.
lives by encouraging a variety of personal stress 10. When counseling employees, probe carefully to
management practices, as well as providing appro allow troubled individuals to release their hidden
priate social support. feelings that lie beneath the surface.

A Contingency View
Amanager's decision to use directive,
participative, or nondirective counseling with an
employee should be based on an analysis of several contingency factors. It should not be
made solely on the manager's personal preference or past
experience.
ager's knowledge and capacity to use a variety of methods are clearlyHowever, the man
choosing how to proceed. critical factors in
One of the key contingency elements to consider is the
degree to which the employee's
problem appears to be focusing on facts and the need for a timely
the use of a more directive approach) versus logical solution (implying
(implying a more nondirective approach). Anotherfocusing on personal feelings and emotions
consideration is the degree to which the
manager is willing to devote time and effort to the growth and development ofa more inde
pendent employee. Recipients of counseling may also have
behaviors and characteristics of their counselors, so their different expectations for the
ered. For example, some employees prefer the preferences may need to be consi
or nondirective methods. Others seek nurturing role provided through partic1pat1Ne
someone
skills,which are more easily shared through the with job-related expertise or problem-solving
ager requires awareness of the alternatives directive approach. Overall, an effective mal
available,
method, and theanalytical ability to make a choice the skills to be comfortable with each
that fits the situation.

Summary Counseling occasionally is necessary for employees because of job

that subject them to excessive stress. and personal proo
results in burnout when it occurs Stress affects both physical and mental heai called
stressors and include work overload,chronically. The conditions that cause stress are
time pressures, role ambiguity,
supervisory abuse, and family problems. The financial proo.
excessIVe stress reduces job stress-performance model indicates
respond to job challenges. Typeperformance, but a moderate
Apeople tend to show amount may help employees
410 more stress than type B peOp