Job Stress Management 857

8/8/2019 Job Stress Management 857

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STRESS

Stress is a psychological and physiological

response to events that upset our personal

balance in some way.These events or demands are known as

stressors.


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Research findings from WHO

(World Health Organization)

40% of workers reported their job was veryor extremely stressful.

25% view their jobs as the number onestressor in their lives.

Job stress is more strongly associated withhealth complaints than financial or familyproblems.

25% have felt like screaming or shoutingbecause of job stress, 10% are concerned

about an individual at work they fear couldbecome violent. 9% are aware of an assault or violent act in

their workplace and 18% had experiencedsome sort of threat or verbal intimidation


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Research Findings

19% had quit a previous position because ofjob stress

26% have been driven to tears because ofworkplace stress.

62% routinely find that they end the day withwork-related neck pain.

44% reported stressed-out eyes.

38% complained of hurting hands 34% reported difficulty in sleeping

because they were too stressed-out.

12% had called in sick because of job stress.


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Work Place Stress

Workplace stress has a negative impact on the business aswell as on the individual employee. The increase in job

stress creates emotional, financial, and safety concerns for

employers and managers

The World Health Organization labeled stress a

worldwide epidemic.Today, workplace stress is

estimated to cost companies more than $300 billion a year

in poor performance, absenteeism and health costs.


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Factors that Lead to Job Stress

Specific work factors Excessive workload. Tedious or meaningless tasks.

Long hours and low pay.

Infrequent rest breaks. Unreasonable performance demands

Physical environment Noise and overcrowding.

Poor air quality.

Ergonomic problems.

Health and safety risks (heavy equipment, toxic chemicals).


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Organizational practices

Unclear responsibilities or expectations.

Conflicting job demands. Multiple supervisors.

Lack of autonomy or participation in decision-making.

Inefficient communication patterns. Lack of family-friendly policies

Career Development

OverPromotion.

UnderPromotion

Lack of Job Security

Thwarted ambition.


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Workplace change

Fear of layoff.

Frequent personnel turnover.

Lack of preparation for technological changes.

Poor chances for advancement or promotion.

Tensions brought about by greater workplacediversity.

Interpersonal Relationships

Distant, uncommunicative supervisors.

Poor performance from subordinates.

Office politics, competition, and other conflictsamong staff.

Bullying or harassment.

Problems caused by excessive time away fromfamily.


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Sources of Occupational or Job stress

Job related stressors

Environment specific

Economic conditions

Increased level of competitions

Market changes

Technological changes

Changes in the production and products

New forms of organization and product development Drive for greater cost effectiveness networks.

Multinational

General public concerns for the environment


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Organizational Specific Changes with in the organization

Reorganizations Layoffs

Organizational structure

Organizational culture, climate

Mergers, acquisitions and similar changes of thecompany ownership

Work force diversity

Reward systems

Promotional policies

Job security

Leadership style


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Job Specific Pressure to work for long hours

Job characteristics Conflicting job demands Unclear job expectations Pressure of responsibility

Time pressures Lack of resources to perform job Lack of information Lack of collaboration

Relationships with subordinates Working conditions Insufficient training Work overload

Poor fit between abilities and skills


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Individual Related Stressors.Individual Characteristics

Personality traits

Demographic characteristics

Coping skills.

Individual life circumstances

Work/life conflict

Family problems

Personal problems Social problems

Financial difficulties.


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Worker Characteristics that can Cause Job Stress

May Include:

1. A Need to be in Control The worker feels a need to be in control at all times. The worker views lack of control as a sign of

weakness. The worker has difficulty delegating assignments to

others. The worker avoids showing signs of weakness ornervousness.

2. A lack or Perceived lack of Competence

The worker feels his or her work is inferior compared

to others. The worker feels he or she makes poor judgments. The worker feels a lack of common sense. The worker feels doubts about his or her competence

and ability to do the job.


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3. A Desire to Please People

The worker relies on favorable opinions and input

from others as a basis for building self-esteem. The worker fears he or she may disappoint others

The worker cares more about others' needs than hisor her own.

The worker avoids communications and actions thatwould displease others.

4. A Need to be Perfect (Perfection)

The worker feels under pressure to achieve.

The worker is highly self-critical.

The worker feels a job well done could havebeen done even better.


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Signs and Symptoms of stress

Intellectual Symptoms (How stress can affect the Mind) Memory problems.

Difficulty making decisions.

Inability to concentrate.

Confusion.

Seeing only the negative.

Repetitive or racing thoughts.

Poor judgment.

Loss of objectivity.

Desire to escape or run away


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Emotional Symptoms :( How stress can make us feel)

Moody and hypersensitive.

Restlessness and anxiety.

Depression.

Anger and resentment.

Easily irritated and on edge. Sense of being overwhelmed.

Lack of confidence.


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Physical Symptoms:(How stress can affect the Body)

Headaches.

Digestive problems.

Muscle tension and pain.

Sleep disturbances.

Fatigue. Chest pain, irregular heartbeat.

High blood pressure.

Weight gain or loss. Asthma or shortness of breath.

Skin problems.

Decreased sex drive.


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Behavioral Symptoms:(How stress can affect the Behavior)

Eating disorder.

Sleeping too much or too little.

Isolating self from others.

Neglecting the responsibilities.

Increasing alcohol and drug use. Nervous habits (e.g. nail biting, pacing).

Teeth grinding or jaw clenching.

Overdoing activities such as exercising or shopping.

Losing the temper.

Overreacting to unexpected problems.


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Long term effects of stress

Recent research suggests that anywhere from

two-thirds of illness is stress-related.

some of the health problems that can be caused or

exacerbated by long-term stress.

Health Problems Linked to long term StressHeart attack, Cancer, Stroke,

Ulcers,Depressions,Eating disorders,

Obesity,Memeory loss,Thyroid problems


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Consequences of occupational stress can

be grouped into those on

1.Individual level .

2.Organizational level.

On the individual level,

There are three main subgroups of strains:

1.Unwanted Feelings and Behaviours

2.Physiological Diseases (PoorPhysical Health)

3. Psychological Diseases (Poor Emotional (Mental)

Health)


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1.Unwanted Feelings and Behaviors

1. Job dissatisfaction.

2. Lower motivation.

3. Low employee morale.

4. Less organizational commitment,.

5. Lowered overall quality of work life.

6. Absenteeism, turnover.

7. Intention to leave the job,8. Lower productivity, decreased quantity and quality of

work.

9. Inability to make sound decisions.


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2.Physiological Diseases (Poor Physical

Health)

such as increased blood pressure and pulse

rate, cardiovascular diseases, high

cholesterol, high blood sugar, insomnia,

headaches, infections, skin problems, injuriesand fatigue.


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3. Psychological Diseases (Poor Emotional

(Mental) Health)

1.Psychological distress, depression,

anxiousness.

2.Passiveness, Aggressiveness.

3.Boredom, lose of self-confidence andself-esteem.

4.Lose of dissatisfaction with job and live,

losing of contact with reality andemotional fatigue.


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On the Organization level,

Consequences ofOccupational or Job Stress

can be Grouped into two Major subgroups.

1 . Organizational factors

2 . Organizational Costs.


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1.Organizational factors -

1.Such as discontent and poor morale among theworkforce.

2.Performance/productivity losses, low qualityproducts and services.

3.Poorer relationships with clients, images andreputation, missed opportunities.

4.Disruption to production, high accident and mistakesrates, high labor turnover.

5.Loss of valuable staff, increase sick-leave,

permanent vacancies, premature retirement.6.Diminished cooperation, poor internalcommunications, more internal conflicts, anddysfunctional workplace climate.


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2.Organizational Costs :-

1.Such as cost ofreduced performance,

productivity (lack of added value to product

and /or service),

2.High replacement costs in connection with

labor turnover (increase in recruitment,training and retraining costs),

3.Increases sick pay, increased health-care

costs and disability payments,4.Higher grievance and litigation/compensation

costs, and costs of equipment damage.


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Physical Factors affecting the Job Stress.

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Inadequate Ventilation 14%

Problems with office accommodation6%

Lack of Privacy *20%

Poor lighting 11%

Inadequate Temperature control *20%

Noise levels *17%

Poor site conditions 12%


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Organizational factors affecting Job stress

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Inadequate staffing 26%

Poor Communications 20%

Insufficient Training 24%

Interpersonal Relations 16%

Poor relations with superiors 14%


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Job Demand factors affecting Occupational or Job stress

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Too much of work 28%

Pressure 19%

Ambitious Deadlines 25%

Working in Isolation 16%

Insufficiency skilled for job 12%


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Job role factors affecting Occupational or Job stress

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ac o f la r it ab ou t

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Job insecu r i t

Lack of clarity about responsibility23%

Conflicting demands 24%

Inadequate Managerial support17%

Lack of career progression 22%

Job insecurity14%


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Approach to reduce stress

Stress on the job creates high costs forbusinesses and institutions, reducing

morale, productivity, and earnings.

Clearly, it is in every employers bestinterestsfiscal and otherwiseto

reduce workplace stress as much as

possible.


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Organizational approachOrganization can foster low levels of job stress

and high levels of productivity:Organization level to Reduce Job Stress

1. Improve communication

2. Consult your employees3. Offer rewards and incentives

4. Cultivate a friendly social climate


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Employees can reduce job stress

While organizational change comes frommanagement,

there are still many things employees

individually or

collectivelycan do to reduce workplace stress.Stand Up for Yourself

1. Get a job description

2. Change your job

3. Get support

4. Get a new job


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Approaches to Reduce Stress

Change of life style habits to Manage Stress

better1. Get enough sleep

2. Connect with others:

3. Exercise regularly

4. Eat a balanced, nutritious diet

5. Reduce caffeine and sugar

6. Do something for yourself everyday


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Change of thinking and emotional

responses to handle stress better

1. Have realistic expectations

2. Reframe problems

3. Maintain your sense of humor4. Express your feelings instead of bottling

them up

5. Dont try to control events or other people


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Meet the challenges of stressful situations

1. Manage time

2. Give priority to the most important tasksand do those first

3.Schedule time for both work and recreation

4. Delegate tasks and break up big projects


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Stress Relief:

Yoga Meditation and Other Relaxation

echniques

Breathing exercises relieve stress

Meditation to Relieve Stress

Yoga help with stress relief


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How to Change the Organization to

Prevent Job Stress

1. Ensure that the workload is in line with workers'capabilities and resources.

2. Design jobs to provide meaning, stimulation, andopportunities for workers to use their skills.

3. Clearly define workers' roles and responsibilities.

4. Give workers opportunities to participate indecisions and actions affecting their jobs.

5.Improve communications-reduce uncertaintyabout career development and futureemployment prospects

6. Establish work schedules that are compatiblewith demands and responsibilities outside theob.


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Preventing Job Stress - Getting Started

STEPS TOWARDS PREVENTION

Step 1 - Identify the Problem.

Step 2 - Design and Implement Interventions.

Step 3 - Evaluate the Interventions.


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Job Stress Management 857

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