The management of stress at work - Assignment Example

? Introduction to the Management of Stress at Work Introduction This paper aimed to develop the knowledge and understanding of the definitions of stress and examine its theoretical modules. This paper also examines the impact of stress on the individual, organizational and national level, and the Health and Safety Executives Management Standards for managing stress at work. Moreover, this paper provides an understanding on how to apply the newly understood principles appropriately in the complex and challenging work environment as well as to evaluate the use of HSE management standards, identify the gaps in current knowledge, and suggest further developments in the future. Developing Knowledge about Stress: Stress is a problem in the workplace from the time immemorial, and is a dilemma much discussed in the news even to this date. Throughout life, all of us had experienced some form of stress and generally speaking, once considering stress, we tend to refer to a negative feeling, experience, or emotion that are linked to a challenging or threatening situations and circumstances. Stress can be a positive phenomenon if we view it in terms of survival. Many that had studied stress and its effects to the human body concluded that a prolong exposure to stress may be damaging to the human body, which can be manifested as physical and psychological disorders. Stress is not a medical condition; however, it is well documented that a prolong exposure to stress can be a cause for many physical and psychological ill health conditions. Significant health consequences of work – related stress ranges from benign complaints of colds and flu to a more serious complaint of heart disease (Scott, 2008). Those are physical include heart disease, back pain, gastrointestinal disorders and other psychological conditions such as anxiety, depression, low concentration, and many others (NICE, 2009). CDC (1999) noted that work – related stress poses a threat to the health of the employee and the organisation alike because of the nature of stress at work that change at a speed of a “whirlwind.” The subject of stress related illnesses and stress related absence is not a new development in the workplace environment. The full extent of this problem and its impact on economy is vast. HSE statistics informed that a total of about 11 million working days were lost due to stress anxiety and depression in 2005/06. Around 20 percent of working population seen by GP for stress related complaints was related to depression and anxiety. Results from Labor Force survey conducted by HSE in 2007 documented that in 2005 and 2006; nearly half a million of people in Great Britain were reportedly experiencing work- related stress at the level they believed was making them ill. Absence Management survey conducted by CIPD (2008) found that stress is a leading cause for long term absence in non- manual workers and about one in seven people stated that they find their work either very or extremely stressful as noted by the HSE survey (2007) “Psychological working conditions in Britain in 2007 wind.” Definition of Stress: There are many definitions of stress in view of the fact that not everyone experiences stress in the same level, and is perceived in a different way since it is caused by various factors. A broad definition of stress states that it is a physical, mental or emotional adjustment of one’s well-being caused by an external stimulus known as a stressor. Stress is the body’s physiological reaction to these stressors and is a well recognised problem since it reduces the well-being in an organization (CIPD 2011 and Health and Safety Executive 2011). European Agency for Safety and Health at Work (2000) noted that stress experience is dependent partly on the ability of an individual to cope with the demands placed on the employees by their employers. The coping ability of the employees from those demands and its related issues plays also an important role in stress management (European Agency for Safety and Health at Work, 2000). Health and Safety Executive (2011) define stress as “the adverse reaction people have to excessive pressure or other types of demand placed on them at work.” It is considered as a state and not an illness; however, this may further develop to mental and physical illness when it becomes too excessive and chronic. Health and Safety Executive (2011) noted that work can be beneficial in general if it is designed well, but on the other hand, can cause great pressure on an individual. To understand its correlation, stress and pressure must be defined well to understand better the difference between the two. Pressure is a positive act, it is part and parcel in the workplace that keeps an employee motivated to achieve his goals and perform better at work (Health and Safety Executive, 2011). However, when pressure becomes too excessive, it results to stress, which is a natural reaction to excessive pressure. It undermines the performance of an individual, and is costly to both employee and employer that further make an individual ill (ACAS, undated). There are six interrelated factors that lead to work – related stress identified (Health and Safety Executive, 2011). Those are: (1) Demands - Work demand exposes the employee with increase pressure and stress; however, their ability to cope with high work demands can reduce stressors especially if they have high control over their work and support system from their respective colleagues and their own manager. (2) Control - The employee’s ability to have a say about the way they perform their respective work (3) Support - Information and support received by the employees from their respective colleagues and superiors (4) Relationships - Unacceptable behaviours at work such as bullying and harassment play a considerable stress at work. (5) Role - It is important that employees understand their role and responsibilities in order to avoid stress at work (6) Change - Changes in the level of organisation expose the employees frequently with stressors In order to address the issue of stress, it is important to know its corresponding source; whether it is stress related to work or is identified to originate at home. According to the Health and Safety Executive (2011), work related stress is an undesirable reaction of an individual to excessive pressures or demands at work. On the other hand, several stressors outside the workplace were identified to affect an individual. These include stress in the family, personal or social issues, daily hassles, and other personal issues such as financial issues and addiction. Health and Safety Executive (2011) noted that excessive conflicting pressure demands outside the workplace may combine with work – related stress over time and will eventually cause resultant buildup of excessive stress. Examining Theoretical Modules of Stress: Health and Safety Executive (2011) defined management standards as the characteristics or culture of an organisation where they manage and control effectively the risks from stress related to work. It cover six key work design areas, which are the primary sources of work – related stress, and if not managed properly, are linked with “poor health and well-being, lower productivity and increased sickness absence.” The six interrelated factors leading to work – related stress mentioned above were discussed here in the standard management of work – related stress. 1. Demands - Workloads, work patterns, and work environment are but common demands commonly encountered in the workplace that may cause stress. Health and Safety Executive (2011) management standard indicate that with the demands of jobs, employees are able to cope with it, and to enable to locally respond to the concerns of the employees, systems are in place. To achieve this, adequate and achievable demands must be provided by the organisation to the employees in relation to the agreed working hours. The skills and abilities of employees are also matched to the demands of the job, which are designed to be in the scope of employee’s capabilities. Lastly, employers must address the concern of the employees about their work environment. 2. Control - Standard management for control states that an employee should have a say about how they do their work with a system in place that would respond to the concerns of the individuals. It is expected that employees are skillful and full of initiative in doing their respective work; however, it is encouraged that employees are to develop new skills that would help them undertake fresh and challenging pieces. With regards to work pattern, it is expected that employees are to be consulted. 3. Support - Health and Safety Executive (2011) notes that adequate information and support from their respective colleagues and superiors must be received by the employees, and for the management to respond to any concerns from the employees, it is expected that systems must be in place locally. To achieve this, policies and procedures with the corresponding systems have to be in placed to enable and encourage the managers and co employees to support their staff and colleagues, respectively. Employees are expected to know their rights in accessing and availing the resources required to do their job. 4. Relationships - Systems at work are placed locally to respond to any concerns of individuals to avoid being subjected to unacceptable behaviours such as bullying. Hence, it is recommended that positive working attitude is promoted at work so that conflicts are avoided and fairness is ensured (Health and Safety Executive, 2011). In addition, this system enables and encourages managers to deal with behaviours that are unacceptable at work and for employees to have a ground to report unacceptable behaviours. 5. Role-Health and Safety Executive (2011) ensures that the respective role and responsibilities are understood by the employees; hence, to respond better to the concerns of individuals, standard management are placing locally their corresponding systems that are compatible, understandable, and clear to their employees. 6. Change - In an organisation, any form of organisational changes, whether large or small, must be managed and communicated, and systems must be locally placed to address any concerns of the individuals (Health and Safety Executive, 2011). To achieve this, timely information is provided by the organisation to the employees to help them understand what is behind the changes proposed. Trainings to support changes in their job are necessary to help employees be aware of the probable impact of their corresponding changes and its timetable in the workplace (Health and Safety Executive, 2011). Examine HSE Management Standards for Managing Stress at Work: HSE Management Standards comprised of six aspects those are; demands made on the employee, level of control employee have over their work , support an employee receive from manager and colleagues, nature of relationship at work, clarity of an employee’s role within the organization, and the way that change is managed. Those guidelines can help to manage work related stress in the workplace and help identify performance issues and develop possible solutions. This can prevent escalation on the work related stress and reduce further negative impact on the employee’s health and organizational performance as well as economy in general. The management standards advise the manager to carry out a risk assessment for work related stress in the workplace environment by the same basic principle as one would do for physical hazard. (HSE) five steps to risk assessment. 1) Identify the stress risk factor: Understand the Management Standard 2) Decide who might be at risk and how; gather data 3) Evaluate the risk: explore problems and develop solutions 4) Record your findings; develop and implement action plan 5) Monitor and review; monitor and review action plan and assess effectiveness Much of the responsibility for implementation of health and safety lay with line managers as they play important intermediate role between individual employees and the organization. However, it could be suggested that management style has an important influence on the stress levels in the workplace environment. It is documented in CIPD Absence Management Survey that management style is in the top three causes of work related stress. The HSE and Charted Institute of Personal Development and investor in People sponsored a research project which had identifies managers behaviors that are important for preventing and reducing stress in employees. Stress management competences will include: good knowledge and understanding of what stress is and how it affects people, the ability to recognize the signs and symptoms of stress among individual employees, ability to recognize the appropriate levels of stress and when it will become hindering to an individual, and understanding the importance of maintaining a good work/life balance. Under Health and Safety legislation, it is seen as the employer’s role and responsibility to protect their employee from harm by potential hazards in the workplace environment. The employer has a duty to assess the risk of stress related ill health arising from work activities under Management Regulations (1999), and take measures to control that risk under Health and Safety at Work etc Act (1974). In return, the employee has their respective duty to maintain good health and safety in workplace environment and to report any risk factor to the employer. So it would be reasonable to suggest that the issue of work related stress is a responsibility of both the employer and the employee. Therefore, it is important that both are aware of this responsibility and have sufficient knowledge and training in recognition and management of work related stress. In retrospect, to reduce the causes of work – related stress, a working organisation known as the Health and Safety Executive (HSE) is working with organisations within the context of the target (Tyers, et al., 2009). Their aim is to reduce work – related ill health and absence due to work related sickness. Their slogan is “Securing Health Together” in 2000 and the “delivery of Public Service Agreement (PSA) targets (for 2004 to 2007). To help the organisations meet these standards and to identify and manage stress related to work, HSE developed the Management Standards and approach for Work – related stress. Tyers, et al., (2009) added that to help meet the HSEs targets about the implementation of the Management Standards and PSA target, they develop a Sector Implementation Plan. The Management Standards is designed to simplify the assessment of risk for work related stress as well as to encourage employers, employees, and their respective work representative in the organisation in addressing work related stress since they provide the yardstick by which the performance of an employees are gauged by the organisations in tackling the key causes of work – relates stress (Tyers, et al., 2009). If not appropriately managed, the aforementioned six areas of Management Standards that is identified and commissioned by research will have a negative impact on the well – being of the employee. According to HSE management Standards, there is a clear distinction between pressures that can create a buzz that work as a motivational factor from stress that occurs due to excessive pressure. It could be suggested that the level of pressure sustainable by different people is varied and the same person can react to the same amount of pressure differently depending on the time and circumstances. Pressure or stress that presents in our life can be from many different sources. Some can be internal; others external. In the UK working population, recent statistics confirmed that work – related stress is widespread. Hence, it is necessary that a population wide approach will tackle it (HSE, 2011). How to Apply Newly Understood Principles Appropriately in Complex and Challenging Environment: A workplace is a challenging place where individuals from different background and conflicting personalities converge for a common goal, and that is to work to bring money and food to their respective families at the end of the day. To avoid having a chaotic environment brought about by the complexity of the environment; guidelines were set for an organisation and employees to follow. Those guidelines can help manage work related stress and help identify performance issues and develop possible solutions in the workplace. These principles can prevent escalation on the work related stress and reduce further negative impact on the employee’s health and organizational performance. The management standards advise the manager to carry out a risk assessment for work related stress in workplace environment by the same basic principle as one would do for physical hazard. Ultimately, the responsibility for tackling work related stress in an organization is everybody’s business and includes board of directors/CEOs, health and safety managers, human recourses managers, line managers, employee trade union representatives, and occupational health services (HSE, 2011). In order to reduce or prevent stress in a workplace, the managers must be fluent and competent with the standard management and adhere to best practices guides for managing work related stress. There are many helpful strategies and approaches available at hand. The HSE provided comprehensive guide in managing the cause of work related stress which is a step by step approach using Management Standards. Hence, the importance of competences of the line managers in monitoring and reduction of work related stress should not be underestimated once they fully understood the management standards. NICE (2009) issued guidelines in promoting mental well-being at work to employers and their respective representative who have a direct or indirect role and responsibilities in preventing work related stress. These guidelines which focus on the intervention to “promote mental wellbeing through productive and healthy working conditions” are interrelated with the guidelines set by HSE that may be of interest to professionals working from various segments in public, private, or voluntary sectors. A healthy working condition can be achieved by having a healthy working environment, working nature and individual (NICE, 2009). According to the University of Bristol (undated), “work related stress may constitute a disability under the Disability Discrimination Act 1995.” This means that it is an obligation of the employers to make some adjustments reasonable enough in a working environment or attitude. This adjustment can be temporary or permanent and is necessary to support individuals who are suffering from work – related stress. The actual Management Standards brought a positive response to the organisations since it is used as a framework to shape management actions and response to work – related stress and its stressors (Kyers, et al., 2009). The Management Standards is described as “scaffolding” by one organisation to support its understanding in the potential cause and action towards work related stress. Evaluating the Use of HSE Management Standards, and Gaps in Current Knowledge: Work related stress is a worldwide problem since only seventy nine percent of the managers from Europe are concerned on its management; however, only less than a third of companies who are affected by this problem are setting procedures in the workplace in order to deal with this problem (European Agency for Safety and Health at Work, 2010). Black (2008) in her review, points to the importance of the line manager in ensuring health and well-being and improved performance in the workplace, stating that “Good management can lead to good health, well-being and performance.” Furthermore, Black stated the need for line managers to be supported in order “to understand that the health and well-being of employees is their responsibility, and should be willing to take action when health and well-being are at risk.” In order to reduce or prevent stress in a workplace, the managers must be fluent and competent enough to adhere to best practices guides in managing work - related stress. There are many helpful strategies and approaches available that the HSE had provided, and this include comprehensive guide to managing the cause of work related stress, which is a step by step approach using the Management Standards. The importance of competences of the line managers in monitoring and reduction of work related stress should not be underestimated. Black (2008) also stated that “It is important that line managers feel equipped and confident about approaching sensitive or difficult areas of conversation.” The Management Standards approach is the core approach of HSE in dealing with stress related to work. This approach is designed to help people with key roles in promoting health and well – being of an organisation and to prevent stress related illness and other forms of disease (HSE, 2011). The approach in managing work – related stress, as set by HSE Management Standards, must be proactive and focused at the level of the organisations. Any lapses or failure in an organisation can be repaired if the work system or an organisation is fully understood. Therefore, everyone in the organisation needs to work together to make the approach effective. Research showed that organisations can benefit substantially if that particular roles and responsibilities done by the key players in the organisation are done effectively together as a team (HSE, 2012). The management standards can be used to identify gaps in the current knowledge of work related stress because of the risk existing approach suitable and sufficient in the organisation being presented in managing stress at work. HSEs management standard can gauge the employee’s performance in tacking stress key issues in the workplace (HSE, 2011). The management standard set by the HSE can fill the gap in managing work-related stress. Previously, the employees were left on their own in managing pressure and stress in the workplace; however, with the current advent set by the HSE in helping the employees and employers, both were benefited (NICE, 2009). With management standard, jobs are redesigned by HSE to create a workplace that is safer and healthier and would result to a productive environment (CDC, 2010). This approach to Management Standards requires the accumulated effort of the manager, employees and their representatives in improving certain work areas to have a positive effect on the well – being of the employee. Although the aim of this approach is geared towards the organisation, this action can benefit a large number of employees as well (HSE, 2011). Further Developments: Work-related stress is costly since it reduces the employee’s effectiveness leading to higher absence rates due to stress, depression, and anxiety causing billions of money lost every year (ACAS, undated). Further research on work related stress must be made in the future since as evaluated, almost all cause of serious and critical illness is due to stress. The developments in the future must be positive and helpful forward step with the emphasis in promoting the mental well-being in the workplace (NICE, 2011). Work – related stress can be prevented also by promoting a culture where everyone will learn to participate and practice equality and fairness based on open communication with the employees and colleagues, employer, and everyone in the workplace (NICE, 2009). In their evaluation with the Management Standards, Tyers, et al. (2009), noted that this process has proven to provide some difficulty for some employers in maintaining the momentum to implement fully the Management Standards. This process may benefit therefore from the progression of its knowledge on the process which can be communicated at all stages. Real life examples, together with the existing tools and guidance available in the organisations, which are provided for tackling work related stress using the approach of the Management Standards has proven to useful in the organisations (Tyer, et al., 2009). Tyers, et al. (2009) suggested that it will be instrumental in the success of different elements of the process if the role of the third party professional support will be included in supporting participating organisations in HSEs Sector Implementation Plan. To determine the importance of these elements in the process of Management Standards, it will be important to gauge the success relative to other types of support in the organisation. Hence, this process should consider the role of focus groups and professional facilitation of the respective groups (Tyers, et al., 2009). Conclusion: Stress is different things to different people. Stress can be internal or external. Prolong exposure to stressful environment or stimuli may be a cause of illness or disease. This in turn can affect the wellbeing of an individual that may result in decreased personal performance, general output, and attendance levels. All of the above mentioned factors on stress will ultimately impact on organisational performance in general, and will have a negative contribution to the economy. Stress in general and work related stress are recognized as an issue in need of good management and possible reduction of work performance and organisation throughout the world. The United Kingdom Health and Safety Executives provided a comprehensive guide, which is the Management Standard, to aid in the management of work related stress in the working environment. This Standard is aimed mainly to guide managers on their understanding to stress and to work closely with an employee in order to reduce stress and increase work satisfaction, performance, and general wellbeing of the employee and performance for the organisation. HSE Management Standards comprised of six aspects, those are; demands made on the employee, level of control an employee have over their work, support that an employee receive from managers and colleagues, nature of relationship at work, clarity of an employee’s role within the organization, and the way these changes are managed. A good knowledge and understanding of the Management Standard is essential for an effective management of work related stress. It is reasonable to suggest that it is a responsibility of a line manager to identify and reduce work related stress; however, it is beneficial for all to be aware and have the knowledge to identify and tackle work related stress. Ultimately, most causes of work – related stress can be successfully tackled on by working together as a team in the workplace, since everyone in the organisation, from the chief executive officer of the company down to the employees has their own share of responsibility for the health and well-being and of their colleagues and the organisation in general. It would be reasonable to suggest that further research and development is advisable as to the most effective ways of managing stress in work environment. The cultural shift towards the right culture where everyone will learn to participate and practice equality and fairness based on an open communication will improve the relationship of an employee and employer in the organisation that would result to a happy working environment full of content individuals who are free from hassle, pressure, and stress in the workplace. Reference List: ACAS, undated. Stress at Work. [Online] Available at: [Accessed 9 March 2012]. 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