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Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research

From the book De Gruyter Handbook of Organizational Conflict Management

  • Ekaterina Denkova , Costanza Alessio , Jordan Barry , Anthony P. Zanesco , Scott L. Rogers , Katsiaryna Matusevich and Amishi P. Jha


The workplace is commonly conceptualized as a high-stress and high-demand environment. Work-related stressors may have deleterious effects on employees’ cognitive functioning, well-being, and work productivity. One promising approach to mitigate such effects is mindfulness training (MT). Yet, there is a paucity of applied research on best practices for MT implementation in organizational settings. We present a proof-of-concept study that examined the efficacy of a contextualized MT program delivered by trained trainers who were embedded within an organization (i.e., Human Resources professionals). We propose that engaging in MT contextualized and delivered in this manner may benefit the very same domains reported to be negatively impacted by work-related stress and demands. Our proposal aligns with a leading organizational stress theory, the Job Demands-Resources (JD-R) theory and suggests that when offered by employers and embedded within organizational settings, MT may serve as a powerful organizational-level job resource targeting the strengthening of employees’ personal resources.

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