Stress Management in Organization - Essay Example

Business Psychology Summery of changes: In the present assignment I have added the general introduction about the present day problem of workplace stress and its widespread effects on the employees' productivity and health especially. Definition of stress also has been added to understand that what is stress is all about. I had shown that why the stressful situations arise at the workplaces and what are the main stressors which have considerable impact on individual. I had also added some theories and researches about how these stressors affect the productivity and behavior within the organization. In the present case I had added that how the individual personality, perceptions, job experiences, training, self efficacy, locus of control, communication skills and interpersonal relationship contributes towards deciding the impact of stress on an individuals. I had also added that apart from individual personality and specialties as well as behavioral specifications, how organization culture, environment, job assignments, role clarity, general relationship between the employees contributes significantly towards stress enhancement or reduction. In the next section I had also added how to cope up the workplace stresses by an individual as well as at the organizational level. It also includes how the management could deliberately indulge in such practices to reduce workplace stresses up to minimum level. Question. 1 Almost all of us are aware that employee stress is an increasing problem in organizations. In today's ever changing global environment most of the companies often depend on downsizing and lean organizational structure. Most of the employees feel overworked and lack of job stability in today's world and this situation aggravate the stress of employees. Most of the employees complain about stress created in trying to balance work and family responsibility (Slobogin, 2001). Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important (Kahn and Byosiere, 1992). More typically stress is associated with constraints and demands. The two conditions are necessary for potential stress to become actual stress (Schuler, 1980). First, there must be uncertainty over the outcome and second, the outcome must be important. Stress is highest for individuals who perceive that they are uncertain as to whether they will win or lose and lowest for individuals who think winning or losing is a certainty. There is a model identified by D.F. Parker and T.A. Decotiis (1983) that three sets of factors-environmental, organizational and individual act as potential sources of stress. Whether they become stress depends on individual differences such as job experience and personality. When stress is experienced by an individual, its symptoms can surface as physiological, behavioural and psychological outcomes (Cartwright and Cooper, 1997). As far as organizational factors are concerned, there is abundance of factors within organization that can cause stress. Pressures to avoid errors or complete task in a limited time, work overload, a demanding and insensitive boss, and unpleasant co-workers are the few. We can categorize these factors around task, role and interpersonal demands; organizational structure and leadership, and the organization's life stage (Fox, Dwyer and Ganster1993). Individual factors like family and personal economic problems can create stress for employees but apart from these, researches established that some people may have an inherent tendency to accentuate negative aspects of the world in general. The following underlying factors made significant contributions in the stress levels experienced by Anne who is believed to be of the Type-A personality characteristics: Self efficacy has also been found to influence stress outcomes. Recent evidence indicates that individual with strong self-efficacy reacted less negatively to the stain created by long work hours and work overload that did those with low levels of self-efficacy (Jex and Bliese, 1999). That is, confidence in one's own abilities appears to decrease stress. As with an internal locus of control, strong efficacy confirms the power of self-beliefs in moderating the effect of a high strain situation. The persons having the belief that they control their own destiny i.e. internal locus of control perceive their jobs to be less stressful than externals (Murphy, 1986). But Anne is experiencing Lack of confidence in her own abilities to confront and solve the problem of implementing documentation regarding use of change agents within the organisation. This situation of low self efficacy is one of the causes of high stress for Anne. Apart from that Lowered levels of communication abilities with branch staff and employees in sharing across the table with them, the challenges aspects of the new computer project. Anne's stress level has been increased considerably due to her Inability to get the message across and also how to discuss and solve their problems by empathising with them. There is increasing evidence that social support i.e., collegial relationships with co-workers or supervisions-can buffer the impact of stress (Bliese and Britt, 2001). By adopting an uncaring attitude about the problems facing her branch staff, she has only succeeded in distancing them, which only served to aggravate a vexed issue. Organizational leadership represents the managerial style of the organizations senior executive. Some executives create a culture characterized by tension, fear and anxiety. They establish unrealistic pressures to perform in the short run impose excessively tight controls and routinely fire employees who do not increase up. But Lack of delegation of duties and responsibilities to subordinates, had created a heavy work load for her which, finally became, somewhat unmanageable, and thus constrained her to put in more working hours for completing the task, albeit behind schedule. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role conflict creates expectations that may be hard to reconcile or satisfy. Role overload is experienced when the employee is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Anne's Inability to cope with increased work load and deadlines has left her mentally drained, and physically devoid of energies, to carry out assigned tasks. She had agreed to take up the project without understanding its full implications and the impact it would have on the work force of the branch. Had she sought some more time to understand and perceive the project in its proper perspective, the results would definitely have much more positive and less stressful for all. Interpersonal demands are pressures created by other employees. Lack of social support from colleagues and poor interpersonal relationship can cause considerable stress, especially among employees with high social needs. Her inability to develop a strong and mutually understanding working rapport with her boss, Liz, has made things more unpleasant for her. Although she had initially shown great enthusiasm for the work, without understanding its full implications, she completed the work through sheer physical strain and mental tenacity and purposeful design. She had expected a word of praise from her boss, which was not forthcoming, since Liz herself was in a stressful state. This created further stress levels since she felt her hard work remained unnoticed by her superior officer. Further, her boss's demand regarding the Transax Pilot Study Evaluation Questionnaire was ill-timed, since she was just recovering from high stress of the completed project. Therefore, it was but natural, that she would be upset about Liz's attitude towards the work and particularly, the demanding nature of Liz's inquiry which would have put her ill at ease, and contemplate a change of employment. As a company psychologist, it is felt that the stemming factor for Anne's current attitude is her own feeling of inadequacy and lack of self confidence. Perhaps she was not aware that stress by itself is not harmful, but it is only her reactions to it, and inability of coping successfully with it, that made all the difference. Another factor was that her stress did not have any outlets by which it could be channelised and transformed into positive work energy. All the above were contributory factors to Anne's levels of stress. Apart of the stress naturally flowed from the work culture, but a major part of stress was Anne's own undoing and her negative attitude towards her workload. Question 2: Anne's actions and behavior that have contributed to her experiencing stress: Significant individual factors that influences stress is a person's basic disposition. That is stress symptoms expressed on the job may actually originate in the person's personality (Nelson and Sulton, 1990). Some people's personality includes a high degree of hostility and anger. These people are chronically suspicious and mistrustful of others. Evidence suggests that this hostility significantly increases a person's stress and risk for heart disease (Williams, 1989). More specially, people who are quick to anger maintain a personality hostile outlook, and project a cynical mistrust of others are more likely to experience stress in situations. Those people having Type-A personality is aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time. Type A persons are hard driving and competitive. They live under constant pressure largely of their own making. They seek recognition and advancement and take to multiple activities with deadlines to meet. Much of the time they may act as alert, competent, efficient people who get things done. When put under stressful conditions they cannot control, however they are likely to become hostile, impatient, anxious and disorganized. Type A's show a push towards achievement a suppression of cost (fatigue) to themselves and impatience with delay. As a Company Psychologist, it has been felt that Anne's actions and behaviours pattern had contributed significantly to her experiences. In the first place, she took up the project without knowing its future impact on the work culture in her workplace, and later, she was embroiled in a series of controversial settings with the work force, the union and also with her superior officer, Liz. She had a slightly demanding attitude with the branch staff and refused to hear things from their perspective and yet, insisted that the project had to be done, without framing any Plan-Of-Action towards its conceptualization, planning, organising and execution. There are clear manifestations that the levels of stress and tight work schedule she was experiencing as a manager, was percolating down the hierarchy. Further, instead of seeking solutions for the myriad problems surrounding the computer project, she was dwelling on the problems themselves, and this led to inability to clear the project according to the deadlines. By not delegating enough work to the staff so that she could concentrate on important issues of planning and decision making, she was not able to participate in managerial functions and this created added workloads for her. It is natural that a senior manager in a large organisation should experience high levels of stress and it is indeed to Ann's credit that she had been able to complete the project. But, at the end of it she was highly stressful and even highly angry when Liz did not compliment her for the end of the project. This shows that, as a business leader, Anne is highly individualistic and needs to improve on her teamwork capacities. It is a known fact that a project of the size and magnitudes of Transax Projects, could not be done by just a few executives, and would need the full participation of a strong and vibrant team, who through the use of scientific tools and research methods, could complete the assigned project on time. Therefore, the teamwork aspects were missing in Ann's actions and behaviour, and she behaved as though the entire project rested in her domain. For a manager, it is essential that she be able to assign tasks and responsibilities to her subordinates and ensure that the work assigned is completed. If every employee in an organisation is able to perform his/her assigned tasks, all the work would move smoothly and there would be no question of tension to anybody. From her actions, it is evident that Ann concentrated more, on the enormity of the formidable task rather than seeking ways and means to seek solutions to it, thereby compounding her woes and tribulations. Anne's action and behaviour, after the task was completed, reinforced her dormant anxieties and fears. While she expected to be complimented on a job well done, she was angry that her boss did not feel it necessary to appreciate her efforts. She felt that Liz was casting doubts about her abilities by asking her about the questionnaire and, at this stage, she could not control her pent-up emotions, and became agitated. "It is often difficult for an employee to choose a rational response and they may internalize the stress." (Managing Stress in the Workplace. 2003, P.12). Her behaviour at this stage contributed to reinforcement of stress and emotional outburst, which made her, even to question the rationale of continuing to work for Hallamshire Building Society. A psychological study of Anne's attitude and reactions would definitely opine that although there have been contributory causes for her high level of emotional stress caused by overwork and other underlying reasons, her reactions to it have been far from desirable. Instead of seeking to alleviate and if possibly eliminate the stress, her reactions have only served to reinforce it. It is necessary that Anne needs a thorough psychological evaluation in order to make her a useful and productive member of the management team. Question 3. Demonstrate how Anne's own action could have minimized, or avoided experiencing stress: The evidence indicates that when people are placed in jobs that makes multiple and conflicting demands or in which there is a lack of clarity about the incumbents' duties authority and responsibilities, both stress and dissatisfaction are increased. Similarly, the less control people have over the pace of their work, the greater the stress and dissatisfaction. While more research is needed to clarify the relationship, the evidence suggests that jobs that provide a low level of variety, significance, autonomy, feedback, and identify to incumbents create stress and reduce satisfaction and involvement in the job (Hachman and Oldham, 1975). So it is necessary for the organization as well as for individuals to clearly identify the actual stressors and continuously try to remove them. So as a Company Psychologist, it is felt that the first aspect is to instil a high degree of confidence and positive thinking, in both Anne and her Branch Staff. This is because it is evident from the case study, that the fundamental cause has been the lack of confidence by the manager, which has also affected morale and productivity of the work force. Once the confidence levels have been regained, the work related problems could be solved. Now as an individual employee can take personal responsibility for reducing his or her stress level. Individual strategies that have proven effective include implementing time -management techniques, increasing physical exercise, relaxation training and expanding the social support network. An understanding and utilization of basic time management principles can help individuals better cope with tensions created by job demands (Macan, 1994). A few of a more well-known time management principles are: 1. Making daily lists of activities to be accomplished; 2. Prioritizing activities by importance and urgency 3. Scheduling activities according to the priorities set; 4. Knowing your daily cycle and handling the most demanding parts of the jobs during the high part of cycle. Non competitive physical exercises have been recommended as a way to deal with excessive stress levels. Individuals can teach themselves to reduce tension through relaxation techniques. Expanding of social support network can be a means for tension reduction. Next, the planning for such large projects need to be meticulously carried out, and proper work allotment made to all the existing branch staff with reasonable deadlines, for completion. This would ensure that workload related stress would be shared by the entire available workforce and need not be centralized on one person. By using scientific technologies of Project Management, like Programme Evaluation & Review Techniques (PERT) and Critical Path Methods, (CPM), the best operational technique for installing the computer system could be operationalized and implemented. These systems are designed to consider all the variable factors impinging large projects, and have abilities of successfully implementing, large capital intensive projects. The idea being that such techniques would reduce stress and overload on individuals, and contribute towards team work. She could have avoided levels of stress by Delegating more work to subordinates Developing a written and realistic plan of action showing the work assigned to different staff members and allocation Emotional control needs to be exercised, especially during stress situations and she must learn to be calm and collected always It is necessary that she builds a higher level of confidence towards her work and not feel that she is still 'learning the ropes.' This is because the demands of business performance do not distinguish between experienced and new managers. Anne needs to become more solution oriented rather than problem oriented. She has to devise methods by which small problems could be solved without the risk of it turning into major issues at later stages. She needs to inculcate a more friendly, co-operative and genial attitude towards her colleagues, branch staff and more importantly, her boss, Liz. Through mutual understanding, trust and co-operative methods, it is believed that such conflicts areas would be a thing of the past, in the company. Another area that needs to be reviewed is with regard to the work flow from the branch manger, Anne to the staff and the degree of accountability from them to the Branch manager. This needs to be streamlined and areas of authority and responsibilities duly demarcated. By far the most important aspect is that as the Branch Manger, Anne needs to take complete control and responsibility of the unit and has to make it work in a smooth and efficient method. Anne needs to priorities the demands on her time among tasks which are urgent, important or both. She needs to resort to Time Management techniques and allocate work to herself according to its demands and implications for her business. The important matters may be retained by her and the rest could be delegated to her subordinate staff. Question 4 How Liz could have managed the situation more effectively to ensure that Ann was not placed in a situation where she became subjected to workplace stress: Several of the factors that cause stress particularly task and role demands and organizational structure are controlled by management. Strategies that management might want to consider include improved personnel selection and job placement, training, use or realistic goal setting, redesigning of jobs, increased employee sabbaticals and establishing corporate wellness programs. Based on the extensive amount of research, we conclude that individuals perform better when they have specific and challenging goals and receive feedback on how well they are progressing towards these goals. The use of goals can reduce stress as well as provide motivation. Goal feedback reduces uncertainties about actual job performance. Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy and increased feedback can reduce stress because these factors give the employee greater control over work activities and lessen dependence on others role stress is detrimental to a large extent because employees feel uncertain about goals, expectations, how they will be evaluated and the like. By giving these employees a voice in the decisions that directly affect their job performances, management can increase employee control and reduce this role stress. So managers should consider increasing employee involvement in decision making (Jackson, 1983). Increasing formal organizational communication with employees reduces uncertainty by lessening role ambiguity and role conflict. Given the importance that perception play in moderating the stress response relationship, management can also use effective communications as a means to shape employees perceptions. Basically employees categorize as a demands, threats or opportunities merely on an interpretations. Finally, organization must support wellness programs which focus on the employee's total physical and mental condition. Most of the companies drastically reduced their medical expenditure or employees by employing wellness programs and enhanced their productivity. In the first place, Liz should have analyzed the role of the Branch Manager, Anne regarding the installation of computer system, in its right perspective. Although she could be functionally responsible for the installation and maintenance of the computer system, it would be too much to demand her active participation in its commissioning, since, as the branch manger, she is already beset with a myriad number of tasks and responsibilities. The task she was undertaking was in addition to the day- to- day supervisor and administration of the company. This has created an additional workload to Anne, thereby adding to her burgeoning tasks and creating further stress zones. Liz could have utilized the services of an independent, professional software company for the pilot project, concerning the installation of the new computer package, and could have involved Anne only at a later stage, for its operation ability and functional usage. This would have put her under lesser stress levels, and she could have utilized the time for formulating strategic business planning and increasing profitability for the organisation. The use of an independent software consulting company would have ensured the highest degree of confidentiality and safety aspects of the pilot project and also its professional standards. However in the present circumstances, as a professional psychologist, it is felt that Liz needs to take a more empathizing and caring attitude towards the work efforts of the staff of the Building Society. Having completed the project, it is felt that a word of commendation to Anne would have been in place. The Company would gained an additional spurt of morale and higher inter employee relations by this simple gesture. It may be said that the stress levels experienced by the Branch Manager, Anne is a routine one. The areas of interpersonal relationships, lowering of stress levels and smooth work flow, according to predetermined plans and programmes and better cooperation, co-ordination among the staff members, should form the basis for a deterministic and holistic approach to the psychological approach of this problem. "Signs of occupational stress are an indication of problems with management systems which should be seen as an opportunity for workplace performance and productivity improvement" (Managing Stress in the Workplace. 2003, P.13). Recommendations: How Ann, herself, can deal with her high level of stress and her feelings of being unappreciated Ann could deal with her higher levels of stress by not getting herself involved in situations that could cause elevated levels of stress for her. This is easier said that done, since working in a managerial position, involved a certain amount of mandatory stress, and therefore, it is necessary that Ann does not take up extra workload that could be a contributory cause for future stress, since it could affect her personality and attitude to work. For dealing with her elevated level of stress, Ann could also have regular sittings with the psychologists and other health care professionals, who could co-ordinate with her, in dealing with stressors and how it could be made beneficial for her. The regular interaction with psychologists and health care professionals could make her emotionally stable and a likeable person to her colleagues and business associates. Next, the only way of feeling appreciated would be to appreciate other people, whether it is her staff members, suppliers or anybody else. The infectious spread of appreciation has to come from the individual and can boost the morale of the work force and also bring about healthy employee relationships, which could boost productivity and work performance. Thus it could be said that Ann would need the assistance of professional health care experts in order to address to her stress at work, and should follow the guidelines set by them in dealing with matters connected with this stress. Her feelings of being unappreciated by others could also be a matter of discussions with health care specialists, who may be able to offer plausible solutions. How Liz should manage the situation, as it currently exists, and how she can avoid similar issues arising in the future Liz, the boss of Ann needs to take an overall view of the whole situation as it stands at the moment. She also needs to review the official relationships she has with Ann. She needs to position herself in the place of Ann and be able to see things from Ann's perspective. This would present the situation in better light, in as far as the interrelationship between Ann and Liz are concerned. In a demanding workplace, it is often possible that results matter more than action or emotions. But emotions fuel action in humans. Some of the greatest achievements in the world have been stoked by human emotion, and it is the guiding spirit for man's deeds and achievements. A psychologist could consider the fact that Liz needs to control Ann's actions, so that a healthy rapport could be maintained between the two, based upon mutual respect and understanding. Liz could reason out beforehand, as much as is possible, the reactions of Ann to her official pronouncements, and how it could fuel negative or positive reactions, from her side. It could also consider how relationships could be reinforced by as better understanding from both sides. Liz should maintain excellent communication with Ann, not only in official matters but also other areas of common interests. This could result to a healthier working relationship between the two, within and outside the sphere of work. Conclusions: It is seen that the area of conflict as seen in this case study stems from mutual lack of understanding and appreciation of each other's viewpoints. In the first place, Ann needs to improve her working rapport with her branch staff and superiors, by better networking with them, and similarly, also creating a better working environment with them It may be said that in a workplace, the responsibility of reducing stress in the workforce lies squarely with the management. The methods which could be enforced for reducing stress would be through: Constant training and job orientation Stress management programmes and workshops One to one interaction by staff members with company psychiatrists, psychologists and other health care professionals Greater participation of all staff members in off work sports activities and cultural programmes Developing the right corporate culture that could imbibe mutual trust and healthy dealings among all the members of the management. Finally, it could be stated that stress at work needs to be controlled before it assumes added significance. It is the responsibility of the management to ensure, through training and orientation that the employees and work staff are fully protected from the evils of adverse stress in order to maintain a viable working environment and positive work culture at all times. "But most importantly, the effective manager will need to try and understand why a particular employee is responding to a certain stressor in a way that is causing harm. It will be the manager's response to the employees stress response that will be a critical factor in successfully resolving the Problem" (Managing Stress in the Workplace. 2003, P.19). References: 1. Jackson, S. E., "Participation in Decision making as a strategy for reducing job related strain," Journal of applied psychology, Feb. 1983, PP.3-19. 2. Macan, T. H., "Time management: Test of a process model", Journal of applied psychology, June 1994, PP.381-391. 3. Hachman, J. R. and Oldham, G. R. "Development of the job diagnostic survey", Journal of applied psychology, April 1975, PP.159-170. 4. Jex, S.M. and Bliese, P. D. "Efficacy Beliefs as a moderator of the impact of work-related stressor: A multilevel study", Journal of applied psychology, June 1999 PP. 349-361. 5. Murphy, L.R. "A review of organizational stress management Research", Journal of organizational behaviour management, fall winter 1986, PP.215-227. 6. Bliese, P.D. and Britt, T. W. "Social support, Group consensus and stressor strain relationships: Social context Matters", Journal of organizational behaviour, June 2001, PP.425-436. 7. Williams, R. "The trusting Heart: Great news about Type-A behaviour", New York: Times Books, 1989. 8. Nelson, D.L. and Sulton, C., "Chronic work stress and copying: a longitudinal study and suggested new directions", Academy of management Journal, December 1990, PP.859-69. 9. Fox, M.L., Dwyer, D.J. and Ganster, D.C. "Effects of stressful job demands and control of physiological and attitudinal outcomes in hospitals settings", Academy of management Journal, April, 1993, PP.289-318. 10. Cartwright, S. and Cooper, C. L., "Managing work-place stress", Thousand Oaks, CA: Sage, 1997. 11. 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