Stress Levels at Work in Canada - Essay Example

Stress Levels at Work in Canada Research Exercise- 2 Canadians are reported to have greater stress levels and more issues in maintaining work-life balance. Different organizations have implemented different approaches to tackle these issues. An analysis of three of the companies goes as follows: Ericsson Canada Ericsson Canada operates in the telecommunication sector which is marked by quality customer service and prompt responses. In order to manage the stress levels of employees at Ericsson Canada, a comprehensive wellness program is implemented which caters to the well being of physical, mental and psychological aspects of stress management. Their prime focus is to train the employees and contribute to their knowledge building process which makes them competent enough to handle the stress generated from incompetency and job insecurity amidst technological changes. This is why, specific code of conduct and leadership opportunities are available at Ericsson Canada to develop their personality and assist them in their personal strategies to cope with stress. Employee empowerment is also a part of the initiative (Ericsson n.d). Health Canada Health Canada is a healthcare organization which puts greater emphasis on stress management of employees because they ultimately have to provide care giving and health care services to other patients. Their prime objective in the stress management drive is to reduce the instances of non-healthy habits which employees resort to when stressed. As such, it involves cessation of smoking, programs for weight control and dietary habits and overall stress management techniques (Loo 1993). Thus, its stress management and wellness program emphasizes more on physical fitness and developing capabilities to remain fit and fine. This will ultimately improve the caliber of employees to handle the work pressure and reduce the levels of stress. Devon Energy Devon Energy is an energy company in Canada where employees face common instances of job insecurity and compensation concerns due to fluctuating oil prices and global turmoil. Being regulated more by political and economic pressures, the company has put in place stringent ethical and compliance rules which do not allow the employees to cross the acceptable behavior boundary (Ethics Point 2010). Emergency health services and better perks and incentives are introduced to motivate the employees for better performance. This allows them to take little amount of stress in a positive way and as a challenge to develop their abilities. Thus, its stress management is based on developing employee perception towards stress as a challenge and not as a hurdle to productivity and performance. Common themes in the programs After analyzing the stress management techniques of three Canadian organizations, one thing which is common in their programs is the development of personality and competencies of their employees to better handle the stress. It is commendable and important too because whatever policies or plans the organization implements, if the employees do not feel able and competent enough, they cannot devise personal strategies to cope up with the stress. Personal development also brings about confidence and morale boost up which enhances the caliber of taking stress and that too in a positive sense (Loo 1994). Stress management techniques need to be tailored according to the industry or sector which it pertains to. For instance, Health Canada emphasized on physical fitness as it has to provide similar services to the patients. Similarly, Devon Energy placed its focus on ethical and complaint workplace environment to avoid deviations and Ericsson Canada trained its employees to handle the customers which often results in stress and increased work load. Your perspective- 1 Today’s marketplace and space is replete of changes that have altered the levels of productivity and employee performance. Like two sides of a coin, changes in the workplace come with positives and disadvantages as well. Recent technological changes in the workplace Information age has flooded workplaces with data and unheard volumes of information accessible from a single point. Manual processes have been linked with Information Technology resulting in new and innovative business approaches, offerings and changing the composition of skills demanded by the employers (Managing Stress 2008). Emergence of social networking tools, instant messaging and emailing have led to broader roles and job duties, self-managed teams and more instances of employee empowerment and decision making decentralized. Communication channels have been redesigned and become more transparent by the advent of emailing and use of blackberry’s in the workplace. Positives of this change Due to better information access and quality offerings, competitiveness of both employees and organizations has increased with innovative business solutions coming along the way. Through emailing, employees and other entities of an organization are able to respond quickly to situations and communicate whenever needed. Multimedia technology integrated in blackberry allows access to audio, video and other high-end content with a single touch. This has benefitted specifically the decision making process and establishing open and two-way communication between culturally diverse work force. Repercussions of this change Heightened importance of emailing and use of blackberry in the workplace has somehow resulted in a compromise with the privacy levels of the employees. Frequent instances of email hacking, spam mails and messages and monitoring and spying through the use of cameras have made the situation serious. From social networking sites available on Blackberry, no check can be put on employees as to who they are ‘friending’. Thus, use of emailing has led to breaches of confidentiality and reliability of data and information which has increased in this age of complex business. Also, employees tend to use the email facility for personal uses which not only increases the cost, but also wastes a lot of their productive time. Maintaining work-life balance amidst these changes Both personal and organizational strategies work in tandem to enable a person maintain a balance in his professional and personal life. Personally, an employee should get organized and prioritize his works daily to balance his load of work. Finding an interesting job will also work positively as little stress will function as Eustress and will motivate him to work better (Duxbury, Higgins & Coghill 2003, p. 57). Establishing short term goals will reduce the burden of work and allow the employee to function within deadlines and avoid last minute hurries. For physical activeness, exercises and meditation can also help reduce stress levels and remain fit. From organizational perspective, policies and organizational culture also have a bearing on the work-life balance endeavor of employees. Clear expectations and setting of goals reduces uncertainties and suspicions regarding job responsibilities which are important factors in work-life balance. Providing break sessions, enhancement leave, welfare benefits and incentives and promoting the traditional family culture at work can assist employees fare well in their balancing act. Day care and fitness facilities help especially women in their motherly and professional duties balance (Duxbury, Higgins & Coghill 2003, p. 67). References Duxbury, L, Higgins, C & Coghill, D 2003. Voices of Canadians: Seeking Work-Life Balance. Human Resources Development Canada. Labor Program. Ethics Point 2010. Devon Ethics and Compliance Helpline. Retrieved Nov 26, 2010 from https://secure.ethicspoint.com/domain/media/en/gui/26645/index.html# Ericsson n.d. Life at Ericsson. Retrieved Nov 26, 2010 from http://www.ericsson.com/careers/lifeatericsson Loo, R 1993. Policies and Procedures in the Workplace: How Healthcare Organizations Compare. Healthcare Management Forum, vol.6, no.2, pp. 39-43. Loo, R 1994. The Evaluation of Stress Management Services by Canadian Organizations. Journal of Business and Psychology, vol.9, no.2, pp. 129-136. Managing Stress 2008. Changes in the Workplace. Retrieved Nov 26, 2010 from http://www.managing-stress.org/tag/changes-in-the-workplace/ Read More