STRESS AT WORK
BY
SANYO MOOSA
2009
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through drastic changes over the last century and it is still changing at whirlwind speed. They have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably. Professional stress or job stress poses a threat to physical health. Work related stress in the life of organized workers, consequently, affects the health of organizations. Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, depression, anxiety, anxiety, post-traumatic stress disorder) disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, fatigue, tension, tension, etc.), maladaptive behaviors (e.g., aggression, aggression, substance abuse), abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance or even injury. injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease, disease, or in extreme cases, death. death. WHAT'S IT? Job stress is a chronic disease caused by conditions in the workplace that unconstructively affect an individual's performance and/or overall well-being of his body and mind. One or more of a host of physical and mental illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually required to validate the reason and degree of work related stress. Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has shown in a chart how stress can adversely affect an employee's performance. In the early stages job stress can 'rev up' the body and enhance performance in the workplace, thus the term 'I perform better under pressure'. However, if this condition is allowed to go unchecked and the body is revved up further, the performance ultimately declines and the person's health degenerates. The signs of job stress vary from person to person, depending on the particular situation, how long the individual has been subjected to the stressors, and the intensity of the stress itself. Typical symptoms of job stress can be: • Insomnia • Loss of mental concentration, • Anxiety, stress
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STRESS AT WORK
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SANYO MOOSA
2009
• Absenteeism • Depression, • Substance abuse, • Extreme anger and frustration, • Family conflict • Physical illnesses such as heart disease, migraine, headaches, stomach problems, and back problems. HISTORICAL FOUNDATIONS Walter Cannon and Hans Selye used animal studies to establish the earliest scientific basis for the study of stress. They measured the physiological responses of animals to external pressures, such as heat and cold, prolonged restraint, and surgical procedures, and then extrapolated from these studies to human beings. Subsequent studies of stress in humans by Richard Rahe and others established the view that stress is caused by distinct, measureable life stressors, and further, that these life stressors can be ranked by the median degree of stress they produce (leading to the Holmes and Rahe Stress Scale). Scale). Thus, stress was traditionally conceptualized to be a result of external insults beyond the control of those experiencing the stress. More recently, however, it has been argued that external circumstances do not have any intrinsic capacity to produce stress, but instead their effect is mediated by the individual's perceptions, capacities, and understanding.
CAUSES OF WORK PLACE 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. According to one school of thought, differences in individual characteristics such as personality and coping skills are most 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 This viewpoint leads to prevention prevention strategies that focus on workers and ways to help them cope with demanding job conditions. Although the importance of individual differences cannot be ignored, scientific
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STRESS AT WORK
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SANYO MOOSA
2009
evidence suggests that certain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy. Personal interview surveys of working conditions, including conditions recognized as risk factors for job stress, were conducted in Member States of the European Union in 1990, 1995, and 2000. Results showed a trend across these periods suggestive of increasing work intensity. In 1990, the percentage of workers reporting that they worked at high speeds at least one-quarter of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers reported they work against tight deadlines at least one-fourth of their working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no change was noted in the period 1995–2000 (data not collected in 1990) in the percentage of workers reporting sufficient time to complete tasks. A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11% of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over the previous three decades, especially for women. According to the Department of Labor, Labor, there has been an upward trend in hours worked among employed women, an increase in extended work weeks (>40 hours) by men, and a considerable increase in combined working hours among working couples, particularly couples with young children. Job stress may be caused by a complex set of reasons. Some of the most visible causes of workplace stress are:
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JOB INSECURITY Organized workplaces are going through metamorphic changes under intense economic transformations and consequent pressures. Reorganizations, takeovers, mergers, downsizing and other changes have become major stressors for employees, as companies try to live up to the competition to survive. These reformations have put demand on everyone, from a CEO to a mere executive.
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HIGH DEMAND FOR PERFORMANCE Unrealistic expectations, especially in the time of corporate reorganizations, which, sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering. Increased workload, extremely long work hours and intense pressure to perform at peak levels all the time for the same pay, can actually leave an employees physically and emotionally drained.
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STRESS AT WORK
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SANYO MOOSA
2009
Excessive travel and too much time away from family also contribute to an employee's stressors. •
TECHNOLOGY The expansion of technology—computers, pagers, cell phones, fax machines and the Internet—has resulted in heightened expectations for productivity, speed and efficiency, increasing pressure on the individual worker to constantly operate at peak performance levels. Workers working with heavy machinery are under constant stress to remain alert. In this case both the worker and their family members live under constant mental stress. There is also the constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to learn new software all the times.
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WORKPLACE CULTURE Adjusting to the workplace culture, whether in a new company or not, can be intensely stressful. Making one adapt to the various aspects of workplace culture such as communication patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of the boss as well as the coworkers, can be a lesson of life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or even with superiors. In many cases office politics or gossips can be major stress inducers.
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PERSONAL OR FAMILY PROBLEMS Employees going through personal or family problems tend to carry their worries and anxieties to the workplace. When one is in a depressed mood, his unfocused attention or lack of motivation affects his ability to carry out job responsibilities.
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JOB STRESS AND WOMEN Women may suffer from mental and physical harassment at workplaces, apart from the common job stress. Sexual harassment in workplace has been a major source of worry for women, since long. Women may suffer from tremendous stress such as 'hostile work environment harassment', which is defined in legal terms as 'offensive or intimidating behavior in the workplace'. This can consist of unwelcome verbal or physical conduct. These can be a constant source of tension
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STRESS AT WORK
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SANYO MOOSA
2009
for women in job sectors. Also, subtle discriminations at workplaces, family pressure and societal demands add to these stress factors. THE SURVIVAL TECHNIQUES Because change is constant in life, stress is an integral part of it. Since we don't want to perish under it, we have to adhere to the bottom line for survival—adapt. Following are some of the long-term tips to survive stress: BUT, WHEN YOU ARE UNDER STRESS AT WORK, SOME SIMPLE PRACTICES CAN HELP: • Sit straight and comfortably on your seat, and try breathing exercises. exercises. It will relax your nerves and muscles. • Relax and count backwards (20, 19, 18, 17, 16, 15….) • Try creative visualization BURNOUT When under severe stress, an individual fails to take clear-cut decisions, reevaluate and reassess the priorities and lifestyles, and ultimately, tend to fall into unproductive distractions. This can be described as a classic case of 'burnout'. The 'burnouts' often engage in reckless or risk-taking behaviors. Starting from glamour and sport celebrities to common men, 'burnouts' are found everywhere. Chronic Responsibility Syndrome is a kind of burnout where people get mentally and physically exhausted from their workload. The symptom is often described as "there's simply too much work to do, and no one else can do it but me". Typically it will occur in hard working, hard driven people, who become emotionally, psychologically or physically exhausted. You are at risk of burnout where: where: • you find it difficult to say 'no' to additional commitments or responsibilities • you have been under intense and sustained pressure for some time • your high standards make it difficult to delegate to assistants • you have been trying to achieve too much for too long • you have been giving too much emotional support for too long Often burnout will manifest itself in a reduction in motivation, volume and quality of performance, or in dissatisfaction with or departure from the activity altogether.
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STRESS AT WORK
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SANYO MOOSA
2009
ARE YOU IN DANGER OF BURNING OUT? If you feel that you are in danger of burning out, the suggestions below can help you correct the situation: • Re-evaluate your goals and prioritize them • Evaluate the demands placed on you and see how they fit in with your goals • Identify your ability to comfortably meet these demands. • If people demand too much emotional energy, become more unapproachable and less sympathetic. Involve other people in a supportive role. Acknowledge your own humanity: remember that you have a right to pleasure and a right to relaxation • Learn stress management skills • Identify stressors in your life, such as work, or family. Get the support of your friends, family and even counseling in reducing stress • Ensure that you are following a healthy lifestyle: Get adequate sleep and rest to maintain your energy levels Ensure that you are eating a healthy, balanced diet—bad diet can make you ill or feel bad. Limit your caffeine and alcohol intake Try to recognize your spiritual needs that may have been buried under the mires of worldly pursuits • Develop alternative activities such as a relaxing hobby to take your mind off problems HAVE YOU BURNED OUT? • If you are so de-motivated that for a time you do not want to continue with what you do, then take some time off • Alternatively, try to switch to another area of activity within your organization. If you come back later, you may find that you have started to enjoy the work again, and can take on only those commitments that you want. You may, however, find that you have absolutely no interest in continuing with what you are doing. In this case it may be best to drop it altogether • Take support and counseling of near and dear ones to bring change to the current situation • Enroll yourself with some meditation or yoga classes (to ensure group spiritual practice), gyms, aerobics or sports clubs to switch your focus, and to reorganize your priorities • If you are in late stages of burnout, feeling deeply de-motivated and disenchanted with your job or life, get help from a good psychologist.
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STRESS AT WORK
BY
SANYO MOOSA
2009
HEALTH AND HEALTHCARE UTILIZATION Problems at work are more strongly associated with health complaints than are any other life stressor-more so than even financial problems or family problems. Many studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease. disease. On the basis of research by the National Institute for Occupational Safety and Health and many other organizations, it is widely believed that job stress increases the risk for development of back and upper-extremity musculoskeletal disorders. disorders. High levels of stress are associated with substantial increases in health service utilization. Workers who report experiencing stress at work also show excessive health care utilization. In a 1998 study of 46,000 workers, health care costs were nearly 50% greater for workers reporting high levels of stress in comparison to “low risk” workers. The increment rose to nearly 150%, an increase of more than $1,700 per person annually, for workers reporting high levels of both stress and depression. Additionally, periods of disability due to job stress tend to be much longer than disability periods for other occupational injuries and illnesses. SIGNS OF WORKPLACE STRESS Mood and sleep disturbances, disturbances, upset stomach and headache, headache, and disturbed relationships with family, friends, and significant others are examples of stress-related problems. The effects of job stress on chronic diseases are more difficult to see because chronic diseases take a long time to develop and can be influenced by many factors other than stress. Nonetheless, evidence is rapidly accumulating to suggest that stress plays an important role in several types of chronic health problems-especially cardiovascular disease, disease, musculoskeletal disorders, disorders, and psychological disorders. disorders. PREVENTION A combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to Change the Organization to 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. • Give workers opportunities to participate in decisions and actions affecting their jobs.
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STRESS AT WORK
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SANYO MOOSA
2009
• 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. • Discrimination inside the workplace. (e.g. nationality and language ) St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress prevention programs in hospital settings. Program activities included (1) employee and management education on job stress, (2) changes in hospital policies and procedures to reduce organizational sources of stress, and (3) establishment of employee assistance programs. In one study, the frequency of medication errors declined by 50% after prevention activities were implemented in a 700-bed hospital. In a second study, there was a 70% reduction in malpractice claims in 22 hospitals that implemented stress prevention activities. In contrast, there was no reduction in claims in a matched group of 22 hospitals that did not implement stress prevention activities.
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STRESS AT WORK
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SANYO MOOSA
2009
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2009
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Spence, J.D., Barnett, P.A., Linden, W., Ramsden, V., Taenzer, P. (1999). Lifestyle modifications to prevent and control hypertension. 7. Recommendations on stress management. The following techniques have been recently dubbed “Destressitizers” by The Journal of the Canadian Medical Association. A destressitizer is any process by which an individual can relieve stress. 160(Suppl 9):S46-50.12365525Ṇ [[2]] [2]]
EXTERNAL LINKS •
Workplace Stress and Health - video, presentations, and summary of event held at the Woodrow Wilson International Center for Scholars, March 2008
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National Institute for Occupational Safety and Health – Stress at Work
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Work Stress Relief Tips
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STRESS AT WORK
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SANYO MOOSA
2009
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American Psychological Association – Workplace issues
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The Changing Organization of Work and the Safety and Health of Working People
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Good Stress Vs Bad Stress
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Working with Stress Video
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Seventh International Conference on Occupational Stress and Health
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Society for Occupational Health Psychology
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Teachers TV Free Resources to Help Deal with Stress
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IRSST - Strategic approach to preventing occupational stress
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De-Stress Kit for the Changing Times
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