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Job-related aspects of the work environment may cause occupational stress and increase costs to organizations. Grounded in the job demands–resources model theory, this single-case study explored strategies that some bank managers use to reduce employees’ occupational stress. Organizational protection and leadership, supportive organization, occupational health and well-being, and prevention emerged as successful strategies to reduce job-related stress factors and the negative consequences of occupational stress. The implications for positive social change include the potential for improving employee health, thus reducing the burden of health care cost to employees, their families, communities, and organizations.