Trice H M, Beyer J M
J Stud Alcohol. 1984 Sep;45(5):393-404. doi: 10.15288/jsa.1984.45.393.
Most job-based alcoholism policies and programs incorporate a strategy of constructive confrontation. Data from two national samples of over 600 managers in a large corporation were collected to assess the effectiveness of this strategy with both problem drinkers and other problem employees. Results showed that supervisors of problem drinkers took more actions than did supervisors of employees with other problems. Work performance of problem-drinking employees improved more than that of other problem employees. Oral discussions containing both constructive and confrontational topics were positively associated with employees accepting help and with better work performance following intervention for both samples of employees. However, more severe forms of discipline--written warnings, suspensions or discharges--were negatively associated with work performance following intervention in both samples. The results suggest that (1) the strategy is most effective when repeated discussions balance both constructive and confrontational elements, and (2) the presence of the alcoholism policy encouraged supervisors to take more actions with problem drinkers, legitimated those actions and made the threat of discipline more credible.
大多数基于工作场所的酗酒政策和项目都采用了建设性对抗策略。我们从一家大公司的两个全国性样本中收集了600多名经理的数据，以评估该策略对问题饮酒者和其他问题员工的有效性。结果显示，问题饮酒者的主管比其他问题员工的主管采取了更多行动。问题饮酒员工的工作表现比其他问题员工改善得更多。包含建设性和对抗性话题的口头讨论与员工接受帮助以及干预后更好的工作表现呈正相关，这适用于两个员工样本。然而，更严厉的纪律处分形式——书面警告、停职或解雇——在两个样本中与干预后的工作表现呈负相关。结果表明：（1）当反复讨论平衡建设性和对抗性因素时，该策略最有效；（2）酗酒政策的存在鼓励主管对问题饮酒者采取更多行动，使这些行动合法化，并使纪律处分的威胁更可信。
