Stress Management in/outside of the Workplace - Research Paper Example

 Abstract Stress is an inevitable problem as human beings face numerous life challenges. However, the level of stress someone suffers depicts its significance in their life. On numerous occasions, people are stressed over their inability to balance their professional and personal responsibilities. In some instances, the inability is high to the point that a person completely fails to develop a coping technique. This stress level is disastrous. A person is required to develop mechanisms that would enable then determine their stress limit level. In addition, institutions have an ethical responsibility to ensuring that their human resources are protected from stress. The modern day workplace requires a lot from its employees. For this reason, stress management in the workplace should be a mandatory requirement. Introduction The modern workplace has numerous challenges that may affect the lifestyle of the employees. Requirements from personal and professional life create a lot of pressure. For this reason, stress is common in employees. However, both individual and institutional efforts may suppress the effects of stress. In addition, the actions may minimize the occurrence of stress. In organizational settings, stress is created from the difficulty to balance between personal and professional needs. Regardless of the assumption that stress is a normal workplace occurrence, excessive stress significantly affects the personal and professional life of the employee. Consequently, organizations should develop stress management techniques that may enable employees cope with pressure in the workplace. The basic requirement of a stress management technique is the ability to identify areas that may be stressful to employees. Identification of the stressor may then enable creation of solutions. Lynn (2012) is of the assumption that such management techniques increase the input of the human resources which increases company productivity. From a personal level, how effectively can a person deal with stress in and outside the workplace? How far should an institution be involved in developing stress management techniques? Literature review Definition of stress Coffey & Dugdill (2006) define stress as the difficulty to handle numerous mandatory requirements. The authors further points out that a person then develops fear and worry about their failure to adapt to these challenges (Coffey & Dugdill, 2006). The same assertion is adapted by Lynn (2012) who defines stress as a self-inflicted fear to handle difficult situations. However, the author points out that the feeling may be involuntary if a person faces difficulties they are not equipped to handle (Lynn, 2012). On many occasions, stress is involuntary. This is based on that he psychological strength of a person may only function to certain limits. If the limit is exceeded, a person fails to develop coping techniques. Causes of stress Avey, Luthans & Jensen (2009) cite that professional requirements increase the probability that a person may suffer from stress. The authors further points out that, poor employee management may also be cited as stress causing factors (Avey, Luthans & Jensen, 2009). The inability of a person to establish a balance in their personal and professional life is also a significant causing factor. Outside the workplace, personal problems may also cause stress that may be transferred to the workplace. For this reason, Lynn (2012) asserts that one should separate their personal and professional emotions. Another significant cause of stress is the inability of management team to understand the requirements of its human resources. Consequently, the management team may put in place very high requirements standards. This increases the pressure for employees to perform exceptionally. Prolonged need to acquire high-level success may lead to stress. Lynn (2012) points out that poor management of employees is the greatest cause of stress. The author further cites that this form of stress is extended outside of the workplace (Lynn, 2012). How to deal with stress Moen & Skaalvik (2009) are of the assumption that management teams should function as coaches on the psychological performance of employees. In their research, participants were from two different types organizations. One organization used psychological performance coaching while the other did not. Participants were provided with questionnaires on the suitability of their working environment. Employees did not have much pressure when their managers enabled them cope with their professional demands (Moen & Skaalvik, 2009). In addition, employees feel more comfortable to communicate with the manager on issues that may create stress. The same argument is shared by Spence, Cavanagh & Grant (2008). They assert that mindfulness training and health coaching should be done on employees to improve their stress coping abilities. Occasional coaching increases the ability of the employee to develop positive mentality on how to deal with stress. Additionally, employees feel free to communicate and develop bonds with the executive (Spence, Cavanagh & Grant, 2008). This creates a more comfortable working environment. Vancouver & Day (2005) point out that the most appropriate solution to deal with stress in and out of the workplace is by developing a self-regulation technique. The authors define self-regulation technique as an internal technique to cope with pressure. In their research, they assert that employees with the ability to create a balance in their personal and professional lives rarely suffer from excessive stress. Raabe, Frese & Beehr (2007) support the argument by citing that personal management is the most appropriate way avoid stress. They further point out that a person should understand the limit that they function comfortably (Raabe, Frese & Beehr, 2007). In the instance when this ability is stretched, a person should be able to identify the problem. In the workplace, numerous techniques can be applied by both managers and the employees. Jazany, Habibi & Nasr (2010) cite that the managerial team should clearly highlight job specifications and requirements. This enables the employees to understand the extent of work in their position. Moreover, employees can only perform duties they are supposed to thus minimizing instances of overworking (Jazany, Habibi & Nasr, 2010). Management should also develop efficient communication systems. Coffey & Dugdill (2006) assert that a functional communication system increases the ability of employees to seek help when they fail to cope with pressure from work. Agervold & Mikkelsen (2004) are of the assumption that physical activities may also be used as stress management strategies. For instance, an institution should organize co-curricular activities for its employees. These activities relieve professional pressure and exhaustion (Agervold & Mikkelsen, 2004). Occasional outdoor events enable the human resources create a psychosocial balance between their needs and those of the organization. The person should also take part in physical activities away from their workplace. This provides a distraction from the normal life and practices. It provides a psychological advantage as they can effectively develop coping techniques. Analysis: Stress Management in/outside of the workplace Stress management in and out of the workplace is both a personal and institution responsibility. Personal responsibility is based on the ability of a person to be disciplined in taking part in professional and personal duties. Lynn (2012) is of the assumption personal responsibility is the greatest determinant of stress management. They further cite that a person always have a choice not to overburden themselves (Lynn, 2012). The responsibility extends in situation a person is overburdened. In such instances, numerous coping techniques can be employed. For instance, a person may take part in routine physical exercises. These efforts may be beneficial to a person both inside and outside of the workplace. The input of the employee improves. Consequently, the output of the institution also increases. The institution responsibilities bear similar significance. Considering that workplace duties and responsibilities are lead causes of stress in the workplace, institutions should be able to strengthen the coping abilities of their employees. Strategies such as developing effective communication skills are important. The organizational culture should promote the ability of employees to seek help and support when they tackle difficult situations. Effective human resource management system should be employed to minimize instances of stress in the workplace. The benefits of adapting effective stress management techniques are significant. In an argument by Bower & Segerstrom (2004) stress management significantly benefits individuals. Regardless of the assumption that stress may be involuntary and normal, controlling its effects is important. A person can control both their personal and professional lives. In addition, one develops a healthy life. From a medical perspective, Bower & Segerstrom (2004) are of the assumption that stress management improves the psychological abilities of a person. If emulated in the workplace, institutions enjoy the services of significantly productive human resources. Conclusion From the arguments presented, it is a certain assertion that effective stress management techniques in and out of the workplace require the collaboration of both personal and institutional efforts. Moreover, the involuntary occurrence nature of stress creates a mandatory need to develop coping skills. Coping skills improve psychological abilities of people to handle responsibilities with ease. The benefits of stress management in and out of the workplace directly impacts individuals and organizations. For this reason, stress management should be done in consideration of the welfare of the employees and the institution. References Agervold, M., & Mikkelsen, E. G. (2004). Relationships between bullying, psychosocial work environment and individual stress reactions. Work & Stress, 18 (4): 336 – 351. Avey, J., Luthans, F., & Jensen, S. M. (2009). Psychological Capital: A Positive Resource for Combating Employee Stress and Turnover Human Resource Management, 48 (5): 677-693. Bower, J. E. & Segerstrom, S. (2004). "Stress management, finding benefit, and immune function: positive mechanisms for intervention effects on physiology". Journal of Psychosomatic Research, 56 (1): 9–11. Coffey, M., & Dugdill, L. (2006). Policies alone are not enough: Workplace health development in the public, private and voluntary sectors. Critical Public Health, 16 (3): 233‐ 243. Jazany, N., Habibi, M. & Nasr, S. (2010). An Analysis of Effective Factors on Job Stress and Its Management Strategies. Journal of Management and Human Resources in Oil Industry, 4 (11): 127-150. Lynn, S. (2012). Dissociation and dissociative disorders: challenging conventional wisdom. Current Directions in Psychological Science, 21, (1): 48–53. Moen, F., & Skaalvik, E. (2009). The Effect from Executive Coaching on Performance Psychology. International Journal of Evidence Based Coaching and Mentoring, 7 (2): 31-49. Raabe, B., Frese, M., & Beehr, T. A. (2007). Action regulation theory and career self-management. Journal of Vocational Behavior, 70 (2): 297–311. Spence, G. B., Cavanagh, M. J., & Grant, A. M. (2008). The integration of mindfulness training and health coaching: an exploratory study. Coaching: An International Journal of Theory, Research And Practice, 1 (2): 145-163. Vancouver, J. B., & Day, D. D. (2005). Industrial and organization research on self-regulation: From constructs to applications. Applied Psychology: An International Review, 54 (2), 155–185. Read More