Levels and Sources of Stress in the Construction Industry - Term Paper Example

LEVELS AND SOURCES OF STRESS IN THE CONSTRUCTION INDUSTRY SEPTEMBER 2013 Abstract This research paper addresses the issue of stress in construction. Stress has been identified to be common and the factors leading to stress have been identified. Empowerment has been discussed and how it can be instrumental in reducing stress in construction industry. Table of contents 1.1 Stress prevalence and causes in construction industry 2 1.2 Empowerment 4 1.4 Linkage between stress and empowerment 7 1.5 Conclusion 7 1.0 Introduction Some information sources have suggested that the levels of stress in the construction sector are lower compared to that in other industry sectors. But on focusing on the construction industry a mixed picture regarding the level of stress is revealed. The issue of concern is that stress may not be recognized in the construction industry as an issue of concern. This is clearly revealed in a case where a construction sector inspector indicated that stress was not taken as an issue in the construction industry and was never considered to be a priority. This papers shades light on the issue of stress in the construction industry and how empowerment can help in reducing stress. 1.1 Stress prevalence and causes in construction industry There are numerous studies which have been done on stress among employees. A survey which was done in the industry identified that 68.2% of respondents within a sample indicated that they had undergone stress, anxiety or even depression (Chartered Institute of Building (CIOB), 2006) with 5.9% indicating that they had been off duty as a result of stress. According to a research finding in Austria, the construction industries lose up to 600,000 working days each year as a result of accidents. The work at construction site has been identified as not only being physically demanding but the workers are exposed environmental hazards such as noise and dust in addition to strict deadline requirements that results into stress. Resent studies have shown stress to be an important risk factor just as lifting and carrying of heavy loads as stress has the ability to cause tension in muscles which affects severely coordination ability of a person. The macho culture prevalent in the construction industry has been seen to act as a barrier in establishing of stress level in the industry as the industry active work force do not admit feeling under pressure and thus do nothing to overcome the problems related to it ( Madine, 2000). In another study conducted in Northern Ireland, it was revealed that there was as much stress in the construction industry as in other industry but unlike the other industries construction industry workers had the notion that admitting that one was under stress was a sign of weakness. In the CIOB survey (CIOB, 2006) the factors causing stress were identified as overworking at 64.1, over ambitious deadlines at 59.7 and conflicting demands at 52.2%.Other researches have pointed out factors that result into stress in the construction as: shortened deadlines; shortened working hours; increased competition and short-term contracts and associated penalties; constant attempts to improve productivity and confrontation within the industry (Madine, 2000). The increased level of stress is witnessed through working practices that are unsafe, lower morale in workers, high rate turnover and poor performance (Loosemore and Waters, 2004). Long working hours and lack of support from workmates have also been identified as causes of stress. In a study involving 36 construction sites in UK the key stressors for construction managers were identities as time pressures, long hours of work, lack of enough time to engage in leisure, large volumes of paperwork and lack of enough time for family. Traveling time to and from job; architects lack of support; insufficient information flow; shortage of staff and taking responsibility of situations that one cannot fully take control over were other identified causes of stress (Sutherland and Davidson, 1993). Stress in the construction industry has also been linked job dissatisfaction and poor mental health. Some problems are associated with certain management level the form of contract taken and the age groups of individuals. It has also been found that stress is not a problem to all managers. Gunning and Cook (1996) in the Northern Ireland study identified stressors that were specific for two groups of construction industry workers. The first group was compost of people working in the industry such as engineers, architects, construction managers and quantity surveyors. The other group was that in the industry but also involved in lecturing construction courses. Contracting was associated with more stress in comparison to private practice and local government. It was also revealed that construction industry stress originated from hiring/firing of staff, client demand, impossible deadline, working on multiple projects in addition to conflicts within the firms. 1.2 Empowerment One of the forms of empowerment that may be practiced is the social-cultural which is pegged in values and ideas of democracy. This is where the power is distributed in all the levels of the organization system. Employees in the construction industry can be empowered if they have access to opportunity, support, resources and information. In this set up the lowest ranked employee is seen to have potential in the organization when there is democratic principals are adhered to. In contrast with formal way of democracy where each person has a vote and majority are to rule, in many organization things are not contacted in this manner (Eylon, 1998). Even if this formal democracy is not practiced employees at all level the employee’s voice can still be heard if they have opportunity, have access to information, are supported and are given resources. Social-cultural perspective of empowerment is to enable sharing of power between the superior and the lower ranking work force so that decision making is spread through the ranks (Liden & Arad, 1996). In this perspective power is shared by responsibilities being delegated through the chain of command in the organization. When decision making is shared the senior organization members will have more time at their disposal which they can use in thinking strategically and innovatively on the ways of improving the organization. In this context power is associated with one having control over organizational resources and being able to make decisions regarding one’s job (Lawler, 1986). The relevance of the decision is of emphasis as empowered employees are allowed to make relevant decision fitting within scope and domains of their work assignment. Social cultural empowerment is centered about participating in the decisions made in the organization by their access to opportunity, support, resources and information being increased in all the organizational chain of command. The focus is on the manner in which organizational, social, political, cultural and economic forces can eliminate conditions that leads to workers powerlessness (Liden & Arad, 1996). It is possible for organizations to change organizational policies, structures and practices from the usual top down system to high level of involvement practices where there is sharing of power, information, knowledge and rewards with the lower ranked employees (Bowen & Lawler, 1995). Ways in which high involvement or self management is manifested are: Participative decision: making where employees have an input or influence on decision. This could vary from strategic decision of high level to routine decisions made on daily basis on how the employee jobs are to be done (Lawler, 1986). Increasing teams that are able to manage themselves is a mechanism aimed at increasing accountability and building authority Knowledge/skill-based pay: This ensures that the employees are able to share gains made by the organization and compensation given when they increase their skills and knowledge. Open flow of information: These include both downward (on goals and responsibilities, competitive intelligence, financial performance of organization, strategic direction, and productivity and improvement ideas) and upward flow of information (attitudes of employees and their improvement ideas). This aims at creating transparency so that all he employees have clear understanding on how their behaviour affects the performance of the firm. This enables the employees to work smarter and makes good decisions Flat organizational structures: in an organization which aims to empower the employees there is decentralization with the span of control being widened. This is because of the difficulty experienced in micro management in a situation involving many employees. Training: this enables the employees to build knowledge, skills and abilities so as not only to be able to do their assigned tasks but also enable them to learn about skills and economic aspects of the organization as a whole (Lawler, 1996). 1.4 Linkage between stress and empowerment There several causes of stress that have been identified in the construction industry. The stress among the managers was identified as not having enough time for themselves. Though empowerment the managers can offload some of there responsibilities to their juniors. Through empowerment all the employees will be able to make some decisions within their work domain. This will enable the workers to be eager to make their work successful as they take responsibility if things do not work. By the workers making these decisions there will be maximum use of time resources as no time would be wasted as workers wait for directions from their superiors. This would reduce stress that comes as a result of being short of time to complete projects. When the lower ranking employees are made part of the major decisions in the organization they will feel part of the organization and they will be motivated to work hard and enjoy the work and this in itself will reduce stress in the employees. Through empowerment the employees will be trained in important work skills which will help them work efficiently, avoid causing accidents with the overall effect being reduced level of stress in all levels of the organization. 1.5 Conclusion The construction industry has several causes of stress that can be addressed through empowerment. In order for this to be achieved there is need to for organization leaders to accept change in their management practices. Investing in training will also be inevitable in the process of empowering the employees. References Bowen, D.E., & Lawler, E.E. (1995). Empowering service employees. Sloan Management Review, 36(4): 73-85. Chartered Institute of Building, (2006). Occupational Stress in the Construction Industry.Berkshire: CIOB. Eylon, D. 1998. Understanding empowerment and resolving its paradox: Lessons from Mary Parker Follett. Journal of Management History, 4(1): 16-28. Gunning, J.G. and Cooke, E. (1996). The influence of occupational stress on construction professionals. Building research and information, 24(4), 213-221. Lawler, E.E. (1986). High involvement management. San Francisco: Jossey-Bass. Liden, R.C., & Arad, 1996. A power perspective of empowerment and work groups: Implication for HRM research. In G.R. Ferris (Ed.), Research in personnel and HRM, vol. 14: 205-252. Greenwich, CT: JAI Press. Loosemore, M. and Waters, T. (2004). Gender differences in occupational stress among professionals in the construction industry. Journal of management in engineering, 126-132. Madine, V. (2000). The Stress Timebomb. Building, issue 44, 265 (8160), 20-22. Sutherland, V. and Davidson, M.J. (1993). Using a stress audit: the construction site manager experience in the UK. Work and Stress, 7(3), p.273-286. Read More