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Causes
Job stress results from various interactions of the worker and the environment of the
work they perform their duties. Location, gender, environment, and many other factors
contribute to the buildup of stress. Job stress results from the interaction of the
worker and the conditions of work. Views differ on the importance of worker
characteristics versus working conditions as the primary cause of job stress. The
differing viewpoints suggest different ways to prevent stress at work. Differences in
individual characteristics such as personality and coping skills can be very important in
predicting whether certain job conditions will result in stress. In other words, what is
stressful for one person may not be a problem for someone else. This viewpoint underlies
prevention strategies that focus on workers and ways to help them cope with demanding job
conditions. In general, occupational stress is caused by a mismatch between perceived
effort and perceived reward, and/or a sense of low control in a job with high demands.
Low social support at work and job insecurity can also increase occupational
stress. Psychosocial stressors are a major cause of occupational stress.
Effects
Stressful working conditions can lead to three types of strains: Behavioral (e.g.,
absenteeism or poor performance), physical (e.g., headaches or coronary heart disease),
and psychological (e.g., anxiety or depressed mood). Physical symptoms that may occur
because of occupational stress include fatigue, headache, upset stomach, muscular aches
and pains, weight gain or loss, chronic mild illness, and sleep disturbances.
Psychological and behavioral problems that may develop include anxiety, irritability,
alcohol and drug use, feeling powerless and low morale. The spectrum of effects caused by
occupational stress includes absenteeism, poor decision making, lack of creativity,
accidents, organizational breakdown or even sabotage. If exposure to stressors in the
workplace is prolonged, then chronic health problems can occur including stroke. An
examination was of physical and psychological effects of workplace stress was conducted
with a sample of 552 female blue collar employees of a microelectronics facility. It was
found that job-related conflicts were associated with depressive symptoms, severe
headaches, fatigue, rashes, and other multiple symptoms. Studies among
the Japanese population specifically showed a more than 2-fold increase in the risk of
total stroke among men with job strain (combination of high job demand and low job
control). Those in blue-collar or maual labor jobs are more likely to develop heart
disease compared to those in white-collar jobs. Along with the risk of stroke, stress can
raise the risk of high blood pressure, immune system dysfunction, coronary artery
disease. Prolonged occupational stress can lead to occupational burnout. Occupational
stress can also disrupt relationships.
The effects of job stress on chronic diseases are more difficult to ascertain because
chronic diseases develop over relatively long periods of time and are influenced by many
factors other than stress. Nonetheless, there is some evidence that stress plays a role
in the development of several types of chronic health problems—including cardiovascular
disease, musculoskeletal disorders, and psychological disorders. Job stress and strain
has been associated with poor mental health and wellbeing over a 12 year period.
Occupational stress has negative effects for organizations and employers. Occupational
stress is the cause of approximately 40% of turnover and 50% of workplace absences. The
annual cost of occupational stress and its effects in the US is estimated to be over $60
billion to employers and $250–300 billion to the economy.
Prevention
A combination of organizational change and stress management is often the most useful
approach for preventing stress at work. Both organizations and employees can employ
strategies at organizational and individual levels. Generally, organizational level
strategies include job procedure modification and employee assistance programs (EAP).
Individual level strategies include taking vacation. Getting a realistic job preview to
understand the normal workload and schedules of the job will also help people to identify
whether or not the job fit them.
How an Organization Can Prevent Job Stress?
҉ Ensure that the workload is in line with workers' capabilities and resources.
҉ Design jobs to provide meaning, stimulation, and opportunities for workers to use
their skills.
҉ Clearly define workers' roles and responsibilities.
҉ To reduce workplace stress, managers may monitor the workload given out to the
employees. Also while they are being trained they should let employees understand
and be notified of stress awareness.
҉ Give workers opportunities to participate in decisions and actions affecting their
jobs.
҉ Improve communications-reduce uncertainty about career development and future
employment prospects.
҉ Provide opportunities for social interaction among workers.
҉ Establish work schedules that are compatible with demands and responsibilities
outside the job.
҉ Combat workplace discrimination (based on race, gender, national origin, religion or
language).
҉ Bringing in an objective outsider such as a consultant to suggest a fresh approach
to persistent problems.
҉ Introducing a participative leadership style to involve as many subordinates as
possible to resolve stress-producing problems.
҉ Encourage work-life balance through family-friendly benefits and policies
Telecommuting is another way organizations can help reduce stress for their workers.
Employees defined telecommuting as "an alternative work arrangement in which employees
perform tasks elsewhere that are normally done in a primary or central workplace, for at
least some portion of their work schedule, using electronic media to interact with others
inside and outside the organization." One reason that telecommuting gets such high marks
is that it allows employees more control over how they do their work. Telecommuters
reported more job satisfaction and less desire to find a new job. Employees that worked
from home also had less stress, improved work/life balance and higher performance rating
by their managers.
A systematic review of stress-reduction techniques among healthcare workers found that
cognitive behavioral training lowered emotional exhaustion and feelings of lack of
personal accomplishment.
Signs and symptoms of excessive job and workplace stress
Signs and symptoms of excessive job and workplace stress include:
Sources of Stress
A stressor is a chemical or biological agent, environmental condition, external
stimulus or an event that causes stress to an organism.
An event that triggers the stress response may include:
environmental stressors (hypo or hyper-thermic temperatures, elevated sound levels, over-
illumination, overcrowding)
daily stress events (e.g., traffic, lost keys, quality and quantity of physical activity)
life changes (e.g., divorce, bereavement)
workplace stressors (e.g., high job demand vs. low job control, repeated or sustained
exertions, forceful exertions, extreme postures)
chemical stressors (e.g., tobacco, alcohol, drugs )
social stressor (e.g., societal and family demands)
Stressors have physical, chemical and mental responses inside of the body. Physical
stressors produce mechanical stresses on skin, bones, ligaments, tendons, muscles and
nerves that cause tissue deformation and in extreme cases tissue failure. Chemical
stresses also produce biomechanical responses associated with metabolism and tissue
repair. Physical stressors may produce pain and impair work performance. Chronic pain and
impairment requiring medical attention may result from extreme physical stressors or if
there is not sufficient recovery time between successive exposures.
Stressors may also affect mental function and performance. One possible mechanism
involves stimulation of the hypothalamus, crf (corticotropin release factor) -> pituitary
gland releases "ACTH" (adrenocorticotropic hormone) ->adrenal cortex secretes various
stress hormones (e.g., cortisol) ->stress hormones (30 varieties) travel in the blood
stream to relevant organs, e.g., glands, heart, intestines. ->flight-or-fight response.
Between this flow there is an alternate path that can be taken after the stressor is
transferred to the hypothalamus, which leads to the sympathetic nervous system. After
which, the adrenal medulla secretes epinephrine.[4] Mental and social stressors may affect
behavior and how individuals respond to physical and chemical stressors.
Some common stressors include:
҉ Excessively high workloads, with unrealistic deadlines making people feel rushed,
under pressure and overwhelmed.
҉ Insufficient workloads, making people feel that their skills are being underused.
҉ A lack of control over work activities.
҉ A lack of interpersonal support or poor working relationships leading to a sense of
isolation.
҉ People being asked to do a job for which they have insufficient experience or
training.
҉ Difficulty settling into a new promotion, both in terms of meeting the new role's
requirements and adapting to possible changes in relationships with colleagues.
҉ Concerns about job security, lack of career opportunities, or level of pay.
҉ Bullying or harassment.
҉ A blame culture within your business where people are afraid to get things wrong or
to admit to making mistakes.
҉ Weak or ineffective management which leaves employees feeling they don't have a
sense of direction. Or over-management, which can leave employees feeling
undervalued and affect their self-esteem.
҉ Multiple reporting lines for employees, with each manager asking for their work to
be prioritised.
҉ Failure to keep employees informed about significant changes to the business,
causing them uncertainty about their future.
҉ A poor physical working environment, eg excessive heat, cold or noise, inadequate
lighting, uncomfortable seating, malfunctioning equipment, etc.
Work-related Stressors
What is Work-related Stress?
Work-related stress is the response people may have when presented with work demands
and pressures that are not matched to their knowledge and abilities and which challenge
their ability to cope.
Stress occurs in a wide range of work circumstances but is often made worse when
employees feel they have little support from supervisors and colleagues, as well as
little control over work processes.
There is often confusion between pressure or challenge and stress and sometimes it is
used to excuse bad management practice.
Pressure at the workplace is unavoidable due to the demands of the contemporary work
environment. Pressure perceived as acceptable by an individual, may even keep workers
alert, motivated, able to work and learn, depending on the available resources and
personal characteristics. However, when that pressure becomes excessive or otherwise
unmanageable it leads to stress. Stress can damage an employees' health and the business
performance.
Work-related stress can be caused by poor work organization (the way we design jobs and
work systems, and the way we manage them), by poor work design (for example, lack of
control over work processes), poor management, unsatisfactory working conditions, and
lack of support from colleagues and supervisors.
Research findings show that the most stressful type of work is that which values
excessive demands and pressures that are not matched to workers’ knowledge and abilities,
where there is little opportunity to exercise any choice or control, and where there is
little support from others.
Employees are less likely to experience work-related stress when - demands and pressures
of work are matched to their knowledge and abilities - control can be exercised over
their work and the way they do it - support is received from supervisors and colleagues -
participation in decisions that concern their jobs is provided.
Some of Work-related Stressors:
Overload
This is the extent to which individuals feel that the demands of their workload and the
associated time pressures are a source of pressure, for example:
≤ᶱᴥᶱ≥ unrealistic deadlines and expectations, often as a result of super achievement
by the most talented
≤ᶱᴥᶱ≥ technology overload
≤ᶱᴥᶱ≥ unmanageable workloads
≤ᶱᴥᶱ≥ under recruitment of staff for work already timetabled
Control
The experience of pressure is strongly linked to perceptions of control. Lack of
influence and consultation in the way in which work is organized and performed can be a
potential source of pressure, for example:
≤ᶱᴥᶱ≥ lack of control over aspects of the job
≤ᶱᴥᶱ≥ lack of involvement in decision making
≤ᶱᴥᶱ≥ account not taken of staff ideas/suggestions about the job
≤ᶱᴥᶱ≥ lack of influence over performance targets
≤ᶱᴥᶱ≥ lack of time
Work relationships
Many jobs demand regular contact with other people at work. Poor or unsupportive
relationships with colleagues and/or supervisors can be a potential source of pressure.
In addition, pressure can occur if individuals feel isolated or unfairly treated.
Poor work relationships can be a result of:
≤ᶱᴥᶱ≥ aggressive management style
≤ᶱᴥᶱ≥ lack of support from others
≤ᶱᴥᶱ≥ isolation at work
≤ᶱᴥᶱ≥ aversive behavior, e.g. bullying and harassment
≤ᶱᴥᶱ≥ lack of understanding and leadership
≤ᶱᴥᶱ≥ manager forever finding fault
≤ᶱᴥᶱ≥ others not pulling their weight
≤ᶱᴥᶱ≥ others take credit for personal achievements
≤ᶱᴥᶱ≥ poor relationships with colleagues
Job security
This is the extent to which lack of job security and job changes are a source of
pressure, for example:
≤ᶱᴥᶱ≥ job insecurity
≤ᶱᴥᶱ≥ lack of job permanence, e.g. temporary/fixed term contracts
≤ᶱᴥᶱ≥ future job change
≤ᶱᴥᶱ≥ fear of skill redundancy
Work-life balance
The demands of work have the potential to spill over and affect personal and home life
and so put a strain on relationships outside work, for example:
≤ᶱᴥᶱ≥ long hours: being expected to or having to work additional hours at home to
the detriment of personal, partner and family relationships
≤ᶱᴥᶱ≥ over-demanding and inflexible work schedules
≤ᶱᴥᶱ≥ unsocial hours
≤ᶱᴥᶱ≥ excessive travel time
≤ᶱᴥᶱ≥ work interfering with home/personal life
Resources and communication
To perform a job effectively, individuals need to feel that they have appropriate
training, equipment and resources. They also need to feel that they are adequately
informed and that they are valued. Stress may result from lack of:
≤ᶱᴥᶱ≥ information about what is going on in the organization
≤ᶱᴥᶱ≥ feedback on performance
≤ᶱᴥᶱ≥ adequate training to do the job
≤ᶱᴥᶱ≥ equipment/resources to do the job
Pays and benefits
The financial rewards associated with a job are important in terms of lifestyle. They are
also often perceived to be an indication of an individual's worth and value to the
organization. Although financial reward may not be a prime motivator, it could become a
factor if there are other negative aspects of the job.
Aspects of the job
These are potential sources of stress that relate to the fundamental nature of the job
itself. Factors such as the physical working conditions, type of tasks and the amount of
satisfaction derived from the job.
≤ᶱᴥᶱ≥ job is unlikely to change in the next 5–10 years
≤ᶱᴥᶱ≥ poor physical working conditions
≤ᶱᴥᶱ≥ fear of physical violence
≤ᶱᴥᶱ≥ work performance closely monitored
≤ᶱᴥᶱ≥ organization changes for change's sake
≤ᶱᴥᶱ≥ dull and repetitive work
≤ᶱᴥᶱ≥ dealing with difficult customers/clients
≤ᶱᴥᶱ≥ lack of enjoyment of job