Causes of Work-Related Stress and Their Effects on Individuals and Organizations - Essay Example

? Stress at Work Seminar leader’s Due Introduction According to WHO , stress at work or work-related stress is a responsedeveloped by employees when presented with work demands and pressures that are not appropriate to their knowledge and abilities. The demands of the work also challenge the ability of employees to cope in the workplace. Stress affects employee in a wide range of circumstances. However, employees experience the worst form of stress when they realize that there is little support from colleagues and the supervisors. Further, little or no control over work processes also presents the worst form of stress to employees. In employment environments, confusion arises when defining ‘pressure’ or ‘challenge’ and stress. The confusion between pressure and stress is used by the management, to develop excuses for bad management practices. This paper determines the causes of work-related stress and their effects on individuals and organizations. Before determining the cause of stress, it is imperative to discuss ‘what is a healthy job?’ WHO (2013) write that a healthy job involves appropriate pressures to employees based on their abilities and resources in relation to the amount of control employees have over their work. In addition, a healthy job involves receiving support from colleagues and supervisors as well as people who matter to the employee the most. It should be noted that health is not the absence of disease but a positive state of mind, social well-being, and a positive physical state. A healthy working, environment is that which has no harmful conditions and presents abundance of promising conditions to the employee. A healthy work environment incorporates a continuous assessment of risks to health, providing appropriate information and training on health issues. Further, a healthy work environment involves the ability of the management to provide health promoting organizational support practices and structures. In particular, a healthy job environment involves health and health promotion of employees is a priority and part of employee working lives (WHO, 2013). Causes of stress According to Bates (2010), stress at the workplace is caused because of the demands of the contemporary work environment. Pressure is the main cause of stress in the contemporary workplace. Pressure can be perceived as acceptable employees or may keep employees alert, motivated and willing to learn. However, pressure depends on the available resources and personal characteristics of each employee. When pressure becomes excessive, beyond unmanageable levels, it contributes to stress. Stress is destructive to employee’s health as well as the performance of the organization Groulx (2008) writes that stress at the workplace is also caused by poor work organization. Work organization involves strategies in which the management design jobs and work systems. The management of work systems and job designs also forms part of work organization. For example, lack of control over work processes causes stress to employees. Further, poor work organization involves poor management as well as unsatisfactory work conditions. Work organization that lacks support from colleagues and supervisors also causes stress to employees. Support from colleagues ensures that employees feels comfortable and appreciated as part of the socialization process. When employees feel that they are alienated from their colleagues because of poor work organization, they reduce their levels of input to their duties and responsibilities. In the work-place, there are stress-related hazards that cause stress to employees. Stress related hazards are categorized into two sections: work contents and work context. Stress related hazards that arise from work contents involve monotony (Groulx, 2008). Employees who perform monotonous work experience high levels of stress than employees who perform a variety of duties and responsibilities. Further, stress rated hazards under work contents involve under-stimulation and meaninglessness of tasks. Employees should perform tasks that stimulate their desire for career development. Employee skills and experiences should be utilized by tasks and duties allocated (Barling, Kelloway, and Frone, 2005). Bates (2010) argues that tress related hazard also involves work load and work pace. For instance, when employees have too much work to do, pressure leads to stress. On the contrary, too little also causes stress to employees. Furthermore, exposing employees to working conditions under time pressure also causes high levels of stress. Stress is also caused by lack of participation in decision making process. Employees must be involved in the decision making process so that they feel part of the organizational culture. Strict or inflexible working hours should also be controlled by mangers because they contribute to pressures that cause stress in the work environment. According to Groulx (2008), work related stress based on ‘work context’ involves career development. Employment environments that have no promotional opportunities for all employees cause stress. Career promotion form one level to another is one of the strategies that motivate employees to improve their performance. Lack of promotional opportunities leads to monotony and boredom. Employees who have never been promoted for several years are likely to be stressed than those appreciated by career promotional opportunities. Unfair performance evaluation systems also cause stress at the workplace. Employees should receive fair treatment form the management. Biased performance evaluation systems lead to employee strife and strikes as well as demotivated employees According to Bates (2010), work context related stress also involves unsupportive supervision as well as poor relationships with colleagues and the management. The supervisor should support employees even when they fail to meet the expectations of the organization. Supporting employees ensures that they feel part of the organization in achieving short and long-term goals. Further, bullying and harassment also causes stress. Bullying takes place when employees are coercive by the management, to engage in activities they are not willing to perform. In addition, bullying also involves using personal details/data to cause emotional as well as physical pain to employees. Bullying /harassment may involve sexual offenses such as rape. Any form of violence in the workplace also contributes to stress. Barling, Kelloway, and Frone (2005) argue that poor organizational culture such as poor communication, poor leadership, as well as lack of rules to govern behavior also contributes to work-related stress. Employee’s domestic problems also present pressures that later turn to be stressful in performing duties and responsibilities. In particular, lack of support for work problems at home affects employees input at the workplace. The management should introduce work systems that assist employees to overcome domestic problems that affect work. For example, counseling services, medical insurance, and holidays assist employees to overcome domestic problems that affect their productivity. The management should also implement organizational rules and policies that support work-life balance such as vocational leave, as well as exercises after work. The above causes of stress can be summarized into lack of job security, juggling work/personal lives, workload, and domestic issues. Workload, whether little or excess, causes stress. A balance should be achieved so that the employee does experience monotony in performing excess workload, or little workload that does not match experience and skills. Lack of job security also exerts pressure on employees. Employees feel stressed when they realize that the work is not stable for the long term. The risk of losing the job because of economic challenges at the organization contributes to high levels of stress. Employees should feel secure in their workplace so that they become productive. Further, juggling work and [personal lives contributes to high levels of stress. Family expectations and increased work demand affect an employee’s ability to meet the expectations of the family and the employer. Taking care of children becomes stressful when employment leaves no time for parents to nurture their children. Effects of Employees Stress to Organizations Lee (2008) writes that Stress at work contributes to absenteeism. Employees who are stressed miss work as a copying mechanism. In addition, employees miss work because of health-related problems associated with stress. Organizations lose productivity and replacement costs when stress contributes to high levels of absenteeism. As a result, absenteeism is a costly consequence of stress at work. Furthermore, worker compensation claims increase when employees are stressed. In particular, mental stress can force employees to register for compensation claims thereby affecting the organization’s ability to support compensation claims without making losses. Kwok, (2007) writes that litigation is another effect of stress to organizations. Workers compensation claims contribute to high levels of litigation. In addition, litigation also arises in employer-employee relations. In most cases, employees feel powerless thereby increasing stress levels. As a result, employees develop the desire for retribution. In cases whereby employees feel powerless and helpless, they are likely to cause accidents and injuries to other colleagues. Accidents present health risks to the organization as well as extra costs in terms of court processes. The organization spends resources in treating employees injured because of negligence or inability to operate machines. In terms of accidents, stress reduces employee attention. Employees become preoccupied with other activities that do not contribute to the welfare of the organization. Further, stress contributes to fatigue thereby reducing the productivity of employees. Fatigue is also a major contributor to workplace injuries and accidents. Stress employees are likely to take shortcuts in the operation of machines thereby causing accidents to employees (Lee, 2008). Lee (2008) argues that prevalence of violence in organizations increases because of work related stress. Violence is seen as a consequence and a cause of stress. Violence such as homicide contributes to increased levels of stress for employees; on the contrary, violence is caused when there are conflicts between individuals in the organization. Newton (1995) writes that Interpersonal challenges, which arise because of stress, cannot assist the organization, to develop unified teams. Teamwork is necessary for the success of any organization. Stress is one of the factors that cause violence and poor interpersonal relations among employees. Stranks (2013) writes that stress also contributes to customer service problems in organizations. Stressed employees serving customers guarantees alienated customers. Organizations lose their customer base when they use stressed employees to serve customers. Organizations cannot obtain desired profits when customers are not served with non-stressed employees capable of developing effective relationships. Effective customer relation is necessary for the success of any organization. A relatively small percentage of customers not satisfied with the services offered can decrease the organization’s profitability. According to Lee (2008), loss of intellectual capital can also be attributed to work-related stress. Intellectual capital refers to knowledge, know-how, expertise, and wisdom of employee lost as a result of work-related stress. Intellectual capital is necessary for organizations to achieve competitive advantage in the current market place. Organizations can achieve a competitive advantage when they are receptive and responsive to the market demands. However, for companies which employees undergo stress, they cannot offer their skills, talents, and expertise to the organization. Psychological stress affects an employee’s intellectual and emotional capacity. Conclusion Stress at work involves responses developed by employees, when they are presented with work demands and pressures that are not based on their knowledge and abilities. Pressures at work affect employee’s ability to cope. Causes of work related stress is categorized into: Work contents; and work context. Work contents include work monotony, workload, working hours, lack of participatory decision making and lack of control over work processes. Work context causes of stress include poor career development programs, poor pay, and lack of promotion, unfair performance evaluation systems, and ineffective interpersonal relationships. Stress affects organizations in terms of reduced productivity, increased violence, accidents, loss of intellectual; capital, poor customer relations, litigation, and absenteeism. References Barling, J., Kelloway, K., and Frone, M, 2005. Handbook of work stress. New York: SAGE. Bates,J, 2010, Stress at Work, Nursing Standard, Volume 24, Issue 43, p. 27. Groulx, K, 2008, Managing your Stress at Work, Dental assistant, Volume 77, Issue 6, p. 44. Kwok, C. 2007, Work Stress And Coping Among Professionals, London: Brill. Lee, D, 2008, employee stress: the true cost, viewed on 11/18/13, from: http://humannatureatwork.com/Workplace-Stress-1.htm Newton, T, 1995, Managing Stress: Emotion and Power at Work. New York: SAGE. Stranks, J 2013, Stress at Work, New York: Routledge. WHO, 2013, stress at the Workplace, Viewed on 11/18/13, from: http://www.who.int/occupational_health/topics/stressatwp/en/ Read More