Stress Factors in Business - Essay Example

Stress Factors in Business Causes Employees in today’s workplace are under pressure almost constantly. Various factors create stress on a daily basis—unrealistic deadlines for projects, lack of communication among workforce, workload and time constraints, personal issues interfering with concentration, depression and a feeling of inadequacy, as well as the effects of technology issues such as e-mail and voice mail, global expansion and increased travel demands, and perhaps most of all the company rumor mill where employees hear that layoffs and/or factory closings are imminent. It would appear that many of the stress-related problems in a company could be relieved if higher management would prioritize them. Too often, as noted by Verespej (par. 8-12), executives prefer to ignore stress because acknowledging it might create a negative view of the company. In other cases, CEOs and senior managers simply do not see that a problem exists. If stress is evident, they consider it related to the employee’s personal problems and do not feel responsible for addressing it. a. Unrealistic Deadlines A major issue is the stress caused by project deadlines that do not take into consideration unexpected delays and therefore are almost impossible to meet. Employees who are allowed to evaluate a project themselves and set up a plan that takes into consideration possible delays will be able to set their own deadlines, and the project will be accomplished with a minimum of stress. Unfortunately, some managers do not want to give up their autonomy and do not allow the staff to be part of planning a project. Therefore, the staff is presented with a plan in which they have no input and are not able to suggest any changes. The company therefore misses out on any innovative ideas employees might have, and for employees who are imaginative and enthusiastic, their specific talents are suppressed, resulting in stress. Their actions are mechanical rather than creative, and if they are presented with a rigid deadline, they and the project will suffer. At the same time, managers who are expected to fulfill expectations of those above them are put in a precarious and stressful situation. The middleman becomes the scapegoat, and too often takes it out on staff members, leading to increasing frustration and stress at all levels. b. Lack of Communication The ladder of managerial levels in a company tends to start at the bottom and move up, with each level of leadership answerable to the one above it. This discourages open discussion and managers find themselves without the ability to vent their concerns with other managers who, they think, might want their job. Instead of an open-door policy within the corporation, employees often are not included in decision-making, and managers are apt to present employees with a workload that does not take into consideration the limited number of work hours in a day. Stress caused by poor communication within companies may be the result of having supervisors who make no effort to talk things over with an employee. When one supervisor has assigned a project to an employee and another supervisor presents that employee with a rush job, neither job is apt to be completed successfully (Verespej, par. 1), especially if there is no communication between the three of them in an effort to resolve the issue. The two supervisors might be competitive with each other and would consider their particular assignment to be a priority. The employee is in the middle of this situation and is hesitant to cause conflict with either supervisor because it might impact his employment in a negative way. c. Personal Issues as a Stress Factor Upper management is apt to blame personal problems at home for an employee’s inability to perform in the workplace. However, although this might be true to a degree, any personal stress can be compounded by the fact that the employee’s workload is building and adding to the stress factor. Personal crises at home can bring unresolved issues into an employee’s work day, and if upper management does not offer understanding or acknowledge that the employee needs some type of counseling, inadequate job performance is bound to be the result. The most stressful external issues that affect job performance are divorce, serious illness in the family, caring for dependents, bereavement, moving to a new location, and debt problems (External causes, 2007). 2. Effect on Employees When a workload is too heavy, and jobs are carried over from day to day until the employee finds it necessary to take work home, the stress extends from work to home and back, with no relief. This adds to stress and the employee might become discouraged and eventually dangerously depressed. Another instance, however, in which workload has a negative effect, is when an employee either doesn’t have enough to do or the work being done offers no challenge whatsoever. In cases like these, if the employee has any tendency to become withdrawn and resentful or on the verge of mental distress, this could increase to a point where he or she becomes dangerous to self or others. Too often, management dismisses illnesses that unfortunately could lead to violent behavior on the part of the employee. Chronic, sustained stress can also induce serious stress-related medical health problems—“obesity, hypertension, arthritis, diabetes” (Wolfe, par. 12). The reason for all these developments, according to Wolfe, is money. Upper management is willing to offer some help as long as it doesn’t impact the company’s market share. America has always been a capitalist nation, and the profit factor usually dictates corporate decisions. The more work an employee can produce within a specific time, the more profitable it is for the company. A common concern among staff is that the more they do, the more is expected from them. This becomes evident when a hard-working employee leaves the company, and two or more employees are assigned to produce the same output because there is a freeze on hiring. In this case, employees who already have an unreasonable workload are expected to do even more. a. Technological Issues With all of the issues in business that create stress, one of the most frustrating is the growing dependency on technology and the expansion of business into a global economy. Stress in the workplace has always been an issue, but with constant improvements in programming and Internet use, dependency on emails and voice mail, and the need for workers to spend time learning how to use equipment that changes constantly, past 20th century causes of stress seem minimal. Which causes more stress—problems within the Information Technology (IT) Department or problems caused by technology? There is no simple answer, but when there is a problem, it is apt to be related to lack of integration between IT and other departments (Dolt). Because computer technicians are almost always on a different plane from other employees, they are apt to be cut off from personal group integration among other employees and feel isolated. Employees become stressed when IT hang-ups occur, but the IT technicians are also stressed because they are expected to resolve problems that could well be caused by original program errors. Increased stress is causing losses in business, and with health issues, both mental and physical, the work environment is beginning to reflect drastic changes. With the present media focus on good health, the addition of healthy eating and exercise programs at work intended to relieve stress might help, but they might instead have a negative impact when employees are expected to fit these programs into a workday. In the meantime, employees are trying to learn new programming on their computers, answer emails and voice mails, meet project deadlines, and fit all of it into an eight-hour day. Many employees who cannot do this take work home with them, and, in a global economy their Blackberries keep them in the business loop no matter where they are—at work, at home, or on the road. They are expected to create presentations on Microsoft Power Point, set up and participate in online conferencing, and still have time for themselves. Each year, according to the Centers for Disease Control and the National Institute for Occupational Safety and Health, $300 billion is spent on stress-related compensation claims, reduced productivity, absenteeism, health insurance costs, direct medical expenses, and employee turnover (Goll, 2002, par. 2). b. The Bottom Line The bottom line is not always about making money. It also can be attributed to violent behavior. The threat of suppressed anger brought about by stress in the workplace can erupt into violence and therefore can have a dire effect on a company or organization in which this situation occurs. Unfortunately, the more an individual suppresses anger and resentment without any outward sign, the more dangerous the situation is and the less obvious that intervention is necessary. One memorable instance of stress-related violence occurred in 1986 at an Edmond, Okla., post office, in which 14 postal workers were shot to death by a co-worker before he killed himself (Maxon, 1999). The most recent anger-induced violent behavior was that of Seung-Hui Cho, a student who massacred 32 students at Virginia Tech, the most violent deaths at any one time in the history of the United States. The question becomes, is it realistic to consider counseling a way to reduce violent crime brought on by anger, and is there a way to recognize potentially dangerous behavior when it isn’t obvious to an observer? It is much easier to look back after the fact and note the signs that should have been recognized earlier. In the business world, obvious aggressive behavior is rare with passive aggressive behavior more common—employees who “do not respond to phone calls and memos and are late for meetings” (Maxon, 1999), acts that might not seem stress-related. This kind of activity, however, if not treated, ultimately could lead to violence. c. Rumor Mill Layoffs have become especially common in corporate America with the implementation of new tools intended to cut back on corporate waste and develop what is called “lean manufacturing,” a process intended to improve overall customer value, but it doesn’t always take into consideration employee stress (Meier). Unfortunately, while the company might be increasing its market share with new ways to create a solid customer base and increased dependence on online marketing, employees have lost the feeling of security in their jobs. The concern begins with a rumor, and once rumors have started to circulate, the stress level begins to rise. Unfortunately, the concern too often becomes reality when employees are ultimately laid off. It might be a downsizing move on the part of the company with a high number of employees laid off at one time, or it might be an individual case, i.e. an employee is transferred to a new branch and is laid off after a short time because the company decides to close down the branch (TechRepublic). The way in which many layoffs are handled is a disservice to the employees. A sudden layoff, without warning, puts employees in a position where they have no opportunity to look for another job before they leave their present position. Also, according to TechRepublic, the workforce that is left has no feeling of job security. The result is more stress and less productivity from the remaining staff d. Global Marketplace and Travel Stress Stress in business is not limited to companies in the United States. International expansion of American corporations and organizational growth in other countries extends stressors throughout the globe (Kumaresan). An unfortunate development in third-world countries is business growth at a high rate that is increasing their economy and the same time increasing employee stress, especially in countries where families used to be a priority but employees are becoming alienated from them as business demands take over. One area that has created a much higher level of stress for employees is business travel (Horan; Greenberg). With TSA security announcements and limits causing longer lines at airports and the global company expanding throughout the world—requiring additional travel and fuller flights—the level of stress for business travelers has risen to a dangerous level (Horan). 3. Resolving Stress An overview of causes of stress as well as the effects of stress on people and on companies offers no simple resolution. Each area must be addressed and suggestions made on how to resolve stress in that particular area. It is all very well to offer solutions, but it is quite something else to actually end stress. That will never happen. However, without any degree of stress, the world would stop progressing. Tension is necessary to make things happen. Too much tension causes violent eruptions; not enough tension creates boredom and lack of progress. Examples of stress can be divided into three areas: internal (personal), external (middle management), and upper management. By analyzing these areas, suggestions can be made to resolve stress throughout the organization. Internal Stress The first area for dealing with stress is individual effort. The leadership in a company can offer all kinds of methods to relieve stress, but if the individual is not receptive, it won’t do any good. In the international marketplace, an article in The Myanmar Times offers four strategies to cope with stress on a personal level (Htet): Exercise when practiced daily is known to relieve stress. Meditation can be used as a way to interrupt stressful thinking. Guided imagery creates a peaceful setting in the midst of turmoil. Modifying ineffective behavior means to slow down, organize actions, accept limits by setting realistic goals and seek social support. The second area of attention and perhaps the most important is middle management. The link between leadership and staff is management, and it is important for managers to act as mediators rather than focusing mainly on output. They are faced with increasing demands in a high-tech society and the same stressors as their employees, and the way they handle their own stress and that of their staff adds to success or failure in the workplace (Kamaresan). Cooperation at this level of leadership is suggested as a way to create balance rather than focusing on competition among the managerial staff. Regular staff is eligible for overtime hours and extra pay, but managers are not. They are expected to work extra hours, if necessary, under a set pay rate. Perhaps a system whereby departments are given credit for innovative ideas with a bonus for each member of the department, including the manager, would encourage cooperation. In an effort to address the problem of stress in the workplace, managers are too often left out of the mix. Patti Fralix focuses on stress faced by managers in her recent New Hampshire Business Review article. According to her, once managers choose cooperation over competition, they can benefit from personality assessment tools to learn best how to communicate with different types of people. Understanding individuals in their group by the method each uses to communicate gives managers a tool for overall alleviation of stress. The following solutions are offered (Fralix): Encourage different suggestions on how to approach project development. Where discussion of differences ultimately creates an overall solution, the result is positive and both manager and staff benefit. It is important for managers to present clear understanding of responsibilities and deadlines with a realistic plan to complete the project within a time period accepted by all. Managers should treat employees as adults, expecting them to solve their own problems, but they should also be available as a resource. Conflict can be a positive force, and when conflict is understood and managed effectively, results and relationships will automatically improve. The final area of attention for alleviating stress is at the top executive level. Executives are looking for profit and market share and are apt to ignore the dangers of stress in the company. However, they are in the best position to offer solutions. It does, however, require them to study the structure of the company and determine the most successful plan to reach all levels. High standard of service and positive brand image are two of the most important areas in a successful business. Establishing them is the best way to increase market share long term even if it means a temporary loss. The leadership in a company has responsibility for making this happen. Whether the company is small or large, communication between the CEO and the employee base is the first recommendation. Communication and employee input throughout the company can offer solutions for a positive company image more than any other action. By the same token, employees who feel valued and are encouraged to contribute to the company become invaluable, and lack of stress is one major benefit. According to a recent case study (How to), some specific areas that should be addressed are 1) appraisal system, 2) open company meetings, and 3) time-outs for alleviating stress during peak periods. By making themselves aware of the workings of the entire company structure, with emphasis on personal communication, leadership probably has the best chance to keep stress from adversely affecting their bottom line. Works Cited Dolt, S. “Reduce team stress by streamlining process.” 13 November 2002. TechRepublic.com. 23 April 2007. http://builder.com.com/5100-6401_14-5035283.html Fralix, P. “How to prevent and resolve conflicts in the workplace.” Business Review, 19 January 2007. 23 April 2007. http://www.nh.com/apps/pbcs.dll/article?AID=/20070119/BUSINESSREVIEW08/70117033 Goll, D. “Hands-on approach relieves office stress. 22 March 2002. East Bay Business Times. 19 April 2007. http://eastbay.bizjournals.com/eastbay/stories/2002/03/25/smallb3.html Greenberg, Peter. “21 Rules of Stress-free Travel, 2004. Best Life. 23 April 2007. http://www.bestlifeonline.com/cda/article/0,5507,s1-5---2000,00.html Horan, P. “Business Travel Stress Busters.” Allbusiness.com, 11 December 2006. 23 April 2007. http://www.nh.com/apps/pbcs.dll/article?AID=/20070119/BUSINESSREVIEW08/70117033 “How to deal with stress.” 2007. Business Link. 19 April 2007. http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCES&itemId=1074428220 Htet, Z. “Four strategies to cope with stress.” The Myanmar Times, 23-29 May 2005. 23 April 2007. http://www.myanmar.com/myanmartimes/MyanmarTimes14-267/hc004.htm Kumaresan, S. “Organizational stressors and job stress among managers: the moderating role of neuroticism,” 1 July 2005. Singapore Management Review. 20 April 2007. http://goliath.ecnext.com/coms2/gi_0199-4461454/Organisational-stressors-and-job-stress.html Maxon, R. “Stress in the Workplace: A Costly Epidemic,” 1999. FDU Magazine, Farleigh Dickinson University. 21 April 2007 http://www.fdu.edu/newspubs/magazine/99su/stress.html Meier, D. “The Reality of Lean Manufacturing.” 2001. SAE International. 28 April 2007. http://www.sae.org/topics/leanmar01.htm TechRepublic.com. “Ease the stress of laying off employees with these tips from members.” 5 March 2002. 19 April 2007. http://davidsouthgate.com/020305.shtml Verespej, M.A. “Stressed Out,” Industry Week, 21 February 2000. 19 April 2007. http://www.clarityseminars.com/stressed_out_industry_week.html Wolfe, I.S. “The Truth about Employee Stress.” Business 2 Business. October 2004. 19 April 2007. http://www.super-solutions.com/Thetruthaboutworkplacestress.asp Read More