How Employee Assistance Programs (EAPs) Respond to Trauma Support and Critical Incident Management: An International Focus

2012 ◽  
pp. 295-312 ◽  
Author(s):  
Mandy Rutter
Keyword(s):  
Critical Incident ◽  
Incident Management ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Programs ◽  
Critical Incident Management

Employee Assistance Programs

2017 ◽  
pp. 199-219
Author(s):  
Evan M. Axelrod
Keyword(s):  
Law Enforcement ◽  
Return On Investment ◽  
Critical Incident ◽  
Public Safety ◽  
Law Enforcement Officers ◽  
Psychological Services ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Programs ◽  
The Public

The purpose of this chapter is to introduce and explore counseling and psychological services for law enforcement officers that extend beyond critical incident interventions. In particular, this chapter focuses on Employee Assistance Programs (EAPs), including discussion of how such programs have become an essential tool in supporting and sustaining law enforcement officers, their families, the agencies they work for, and the communities they serve. This chapter discusses what an EAP is, the benefits of EAPs, and the return on investment that public safety agencies can expect when utilizing an EAP. Relevant topics such as confidentiality, internal vs. external EAPs, and the need for specialized EAPs for public safety agencies are addressed. Finally, the chapter also explores non-traditional services that can be offered through EAPs to assist public safety agencies in supporting and sustaining their personnel in meeting their mission of serving the public.

Barriers to the Use of Constructive Confrontation with Employed Alcoholics

1982 ◽  
Vol 12 (4) ◽  
pp. 369-382 ◽  
Author(s):  
Paul M. Roman
Keyword(s):  
Problem Drinking ◽  
Employee Performance ◽  
Value Orientations ◽  
Employee Assistance Programs ◽  
Employee Assistance ◽  
Assistance Programs ◽  
Constructive Confrontation ◽  
American Society ◽  
External Program ◽  
And Diffusion

Constructive confrontation was originally the central strategy in work-based programs to deal with problem drinking employees. The broadening of these programs to employee assistance programs, coupled with their rapid growth and diffusion, has been accompanied by the medicalization of employee performance problems and the professionalization of means for handling such problems. These trends, together with ideologies based in organizational management and the value orientations of American society, are barriers to supervisory use of constructive confrontation. Data from a 1981 national survey of external program consultants reveals continuing attitudinal support for constructive confrontation. Other attitudes of these consultants point however to the strong need for deliberately designed support systems for the encouragement of supervisory use of constructive confrontation.

Alcohol Problems in the Workplace

1987 ◽  
Vol 16 (4) ◽  
pp. 345-348 ◽  
Author(s):  
C. Peter Brock
Keyword(s):  
Alcohol Problems ◽  
Employee Assistance Programs ◽  
Drug Related Problems ◽  
Employee Assistance ◽  
Important Distinction ◽  
Fine Line ◽  
Assistance Programs ◽  
Health Movement ◽  
History Of ◽  
Alcohol Related Problems

The history of the employee assistance movement has its roots in the worker's health movement of the early 1900s and the employee alcohol assistance programs of the 1940s. The author discusses the important role alcohol assistance programs played in the evolution of current employee assistance programs and makes a very important distinction between programs that deal with alcohol-related problems and those that are currently being used for drug-related problems. The issue is raised of the fine line between using urinalyses as a method of rehabilitation and using it as a form of policing.

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