Successful strategies are critical for managers in the oil and gas industry to reduce workplace stress while improving employee performance and organizational profitability. Failure of organizations to manage employee occupational stress may lead to employee dissatisfaction, poor morale, diminished performance, reduced productivity, and damaged organization image. Grounded in the stress management intervention framework, the purpose of this qualitative multiple case study was to explore strategies managers of oil and gas companies use to reduce employee occupational stress and improve employee performance. Semistructured interviews were conducted with three managers in the oil and gas industry who developed strategies to reduce employee occupational stress. Organizational documentation and artifacts were reviewed as a secondary data collection method. Using Yin’s five-phase data analysis, interviews, and secondary data led to three themes: quality work-life balance; employee competence, training, and development; and corporate communication. A key recommendation is that managers in oil and gas companies implement quality work-life balance initiatives to improve employees\u27 health, well-being, and performance. The implications for positive social change include the potential to create employment opportunities for members of society, improving their health and wellbeing, while enabling organizations to positively impact society through the implementation of projects arising from improved organizational profitability
