580 Occupational Health Psychology
California...SanFrancisco & Irvine, University of Hawaii,
University of Houston, University of Nottingham, Oklahoma
State University, The University of Texas at Arlington, and
Xavier University). By 2001, universities that have incorpo-
rated courses in OHP and/or minors at the doctoral level
include Bowling Green State University, Kansas State
University, University of Minnesota, University of Houston,
Tulane University, Clemson University, Portland State Uni-
versity, and University of California...LosAngeles. Schneider,
Camara, Tetrick, and Stenberg (1999) discuss the role of
postdoctoral educational, for example, funded for several
years through the APA/NIOSH postdoctoral fellowships and
the U.S. Air Force postdoctoral OHP fellowship at Harvard
Medical School in 1998...1999.In addition, there now exists a
European Academy of Occupational Health Psychology
(www.ea-ohp.org).
A CASE STUDY
The preferred point of intervention from a public health
standpoint is always primary prevention and, as applied in
OHP, this generally translates to organizational intervention.
The use of the term clinicalis often associated with treatment
and therapeutic settings, yet it has important applications for
more diagnostic and intervention applications in organiza-
tions (van de Loo, 2000). Thus, this case application of OHP
by a clinical psychologist in an organizational context draws
heavily on the public health notions of surveillance and pre-
vention, exemplifying the inherently interdisciplinary nature
of OHP.
This section reviews the origins and role of an OHP pro-
gram at a major military installation during the downsizing
period preceding base realignment and closure, with the at-
tendant risks and possible negative consequences associated
with major industrial restructuring activities. With closure of
a major facility, a multitude of anticipated coping problems
may result from a signi“cant change in routine and expected
way of living. These problems include the potential for in-
creased substance abuse, increased family and/or interper-
sonal violence, and increased potential for suicide (Adkins,
1998).
History and Role of Organizational Health Psychology
at Kelly Air Force Base
An OHP program for Kelly Air Force Base (AFB) had been
in a conceptual stage since 1994. At that time, the Base
Realignment and Closure (BRAC) committee was evaluating
military facilities for possible elimination as part of an
ongoing military downsizing effort. This process had a nega-
tive in”uence on the overall productivity and morale of
the base. With the July 1995 announcement that the base
would be closed in July 2001, senior leadership on the base
became increasingly concerned about the potential impact of
the stress of transition and closure. By placing a full time,
active duty Air Force psychologist on his executive staff,
the installation commander endorsed a proactive approach.
The psychologist was to oversee relevant aspects and inte-
gration of the necessary services required to manage the
impending downsizing and closure, a major restructuring
event that placed the well-being and mental health of the
work population at risk.
More precisely de“ned, the or ganizational clinical psy-
chologist directed all phases of an Air Force industrial
operational program, managing the program to increase pro-
ductivity and teamwork and to reduce psychosocial work
hazards. The psychologist also (a) led systems-focused, com-
prehensive intervention programs, (b) coordinated base and
community activities, (c) evaluated the workplace to identify
pertinent negative stressors to be eliminated and positive fac-
tors to be retained or added, and (d) promoted positive orga-
nizational behavior as a key manager on the executive team.Workforce CompositionThe OHP position, initiated in March 1997, was “lled by an
active duty Air Force clinical psychologist. At that time, the
12,000-member San Antonio Air Logistics Center workforce
represented the largest industrial complex in the southwest-
ern United States. This workforce re”ected the overall
Hispanic demographic composition of the city of San
Antonio. More than 60% of the Kelly employees were
Hispanic. The Kelly population represented 48% of the total
Air Force civilian Hispanic workforce and 14% of Depart-
ment of Defense (DOD) Hispanic employees. It was the
single largest group of civilian Hispanic personnel located at
any one DOD facility or installation.
The average Kelly employee was a 47-year-old Hispanic
male blue-collar WG-9 (wage grade) worker with 19 years of
service. He was earning approximately $29,829 per year, plus
additional personnel bene“ts, with generous overtime avail-
able. He was a high school graduate, a Vietnam combat vet-
eran, whose father, and maybe even grandfather, had been a
Kelly career employee. He was married and had a mid-sized
family, which, based on local de“nitions, included four or
“ve children.
The Hispanic culture and heritage is a deeply integrated
aspect of local life and is re”ected in most aspects of what in-
dividuals do and how they react to situations. As determined