Effects of Work-Related Stress and How They Can Be Reduced - Literature review Example

EFFECTS OF WORK RELATED STRESS AND HOW THEY CAN BE REDUCED Name Course Tutor Date Introduction The focus upon work related stress has been of growing concern both in the professional and scholarly domain. The problem has grown around the world and has affected not only the well being of the contemporary workforce, but also the organizational performance of most firms (Joseph, 2013). Work related stress arises from work demands in different situations and combinations that exceed an individual’s competency and capacity to cope. The most common industrial dispute is rampant absenteeism, which has highly impacted the productivity of most organizations and thus the economy of various countries (Joseph, 2013). At a glance some of the causes of work-related or occupational stress include long working hours, lack of autonomy, job insecurity, inadequate working environment and equipment, poor motivation, organizational changes, harassment by the management, tight deadlines and over-supervision among others (Joseph, 2013; Colligan & Higgins, 2005). With the contemporary workforce being vulnerable to stress, organizations’ management have devised ways to curb this issue of work-related stress .This paper evaluates the effects of work-related stress in organizations and the possible ways of reducing it. Effects of Work Related Stress There is plethora of effects that arises from work-related stress. This in part is on the employee and the organization. First off, work related stress is often contagious in a way. When the employees discuss amongst themselves issues such as job security, job design and therefore satisfaction, they are able to develop some resistance to the management (Bashir & Ramay, 2010). As a result the employees will start absconding from performing their duties. The impact of this is that the employees will start being absent and reporting late to work. When there is absenteeism at the work place, the productivity of the organization is also affected (Joseph, 2013). The work that was supposed to be covered by the absent employee (s) will have to be allocated to some who possible lack the knowhow in that field (Colligan & Higgins, 2005). Additionally, the employees will consider this unpleasant experience in one organization and tender in their resignation. This mainly occurs when the employees consider retirement or look for new jobs. There are associated costs the organization incurs with work related stress. When an organization losses experienced employees, its talent pool is destabilized and thus production (Bashir & Ramay, 2010). Such organizations will have to re-budget for the processes of recruitment, selection, training and development that usually cost the organization time, resources and money (Joseph, 2013). When there is also high turnover rates, the cost of replacing stressed employees could be so high. The time lost in this whole process could be leveraged for the productivity of the organization (Bashir & Ramay, 2010). Most organizations’ performances have reduced or impacted as a result of work related stress. Work related stress has been associated with accidents due to human error. When a worker is stressed they lack the capacity to cope with the current situations at work (Colligan & Higgins, 2005). The workers are therefore likely to work with the aim of impressing the management. Joseph (2013) notes that when the employees do this, they are very likely to cause mishaps involuntarily that can jeopardize the other employee’s lives as well as cause loss to the organization. Some of the employees always feel negative, lack enthusiasm and empathy (Joseph, 2013). This is usually the cause of intentional accidents due to lack of cognitive capacity (Kortum et al, 2010). A good example is where a pilot deliberately brings down a plane to punish the organization. Stress is related to the mental, social and physical well being of an individual. Stress has been known far and wide to cause a number of health problem. This includes fatigue, high blood pressure, muscle aches, back pains, appetite shifts, weight changes, and sexual problems. The worst stress can do is to weaken the emotional ability of an individual (Kortum, Leka, & Cox, 2010). Workers who suffer from stress always seclude themselves from the rest and thus hindering the ability to work as team (Kortum et al, 2010). Additionally, some of the disorders require the attention of physicians, which would mean that the employees or the organization will have to spend more on health insurance (Kortum et al, 2010). This is also one reason why accidents and absenteeism can happen in an organization. How to Reduce Work Related Stress The management of most organizations has done all within their capability to ensure that they keep work related stress at bay. Both the organization and the employer must have a contribution to the reduction of work-related stress. The first way on organization can reduce stress is conduct an assessment of the work place so as to identify the stressors (Stoica & Buicu, 2010). Based on this information the management of the organization in question can come up with strategies that will ensure that stress at the workplace is mitigated. Organizations should increase wellness programs in their schedule so that the employees are physically, emotionally, and psychologically empowered (Stoica & Buicu, 2010). This could include seminars on how to reduce smoking and alcohol use, losing weight, healthy diet as well as exercise programs (Stoica & Buicu, 2010). The management has a vital role in reducing stress on the employees. First, the management should ensure that the set goals and deadlines as well as targets are measurable and achievable (Joseph, 2013). The job designs of the organizations should also be reviewed such that the employees are allowed to rotate between the jobs so as to avoid monotony that is usually a major cause of work related stress (Stoica & Buicu, 2010). Additionally, the management should ensure that the work schedules of the employees are flexible allowing resting times between one task and the other. When the employees are free they should be engaged in team building activities so as to build up the morale of the employees (Stoica & Buicu, 2010). The management should also conduct surveys on the level of employee satisfaction and identify the complaints brought forth. The management should then work on this so that the employees are in a work environment they feel safe and competent to work (Colligan & Higgins, 2005). This means that the managers too should be well supported and empowered since if they have stress it might trickle down to the employees through confronting behaviors. The management should also ensure that there is a stress support department that addresses all the personal problems that are likely to cause stress (Kortum et al, 2010). The employees should be encouraged to observe each other and report anyone they are suspecting to be stressed. Stoica & Buicu (2010 assert that management should also ensure that all the resources in the organization are adequate considering the number of employees that are in the work place. The management should also review its reward motivation systems (Stoica & Buicu, 2010). This will ensure that the morale of the employees is boosted. Whenever, there is a new policy or change the management should devise the best way to communicate with the employees and implement the change (Kortum et al, 2010). The employer should also come up with a way to manage conflicts that arise amongst the employees as they are also some causes of stress. The managers should apply the best leadership style that allows the employees to make contribution to the organization (Adej & Amofa, 2014). Adej & Amofa (2014) note that the management should also invest well in corporate training as well as health and safety training so that the employees are well versed on how to deal with egornomical and physical hazards at the work place (Kortum et al, 2010). There should also be family friendly policies so that the staff are satisfied with their jobs and thus retained (Stoica & Buicu, 2010). This include things such as support of child care, welcoming families into employee events such as parties and helping families pay health costs among others. This is because comfortable life at home goes a long way in ensuring the capacity of the employee to work is maintained (Stoica & Buicu, 2010). The employees should also take personal initiatives to ensure that they are not affected by stress. When one feels they have a personal problem they should talk it out with the manager (Adej & Amofa, 2014). This reduces the chances of pressure build up in the individual, to an extent that they develop hate for other employees or the organization. The employees should also practice healthy lifestyles such as healthy diets, exercise and give up on smoking and alcohol (Kortum et al, 2010). The employees should also set goals that are in line with the organizational vision and mission (Kortum et al, 2010). This goes a long way to make the employee be engaged and happy of what they are doing. Conclusion Work-related stress has so many effects. In a nutshell the effects include substance and drug abuse, health deterioration, isolation, absenteeism and other industrial disputes, increased turnover, low employee morale, poor motivation, workplace accidents, poor performance and productivity and poor decision making. All this affect both the organization and the employee who is stressed. An organization that has high turnover rate due to stress related issue lacks the capacity to compete well especially with the era of war of talents and the need of organizations to become employers of choice. There are therefore methods as identified that can effectively be used to reduce work related stress. The management plays an integral role in ensuring that work-related stress is reduced. However, if the employees do not take personal initiatives, the fight against stress is a lost war. This means that there should be collaboration between the employer and employee in eradicating stress. Bibliography Adej, H., & Amofa, K. 2014, “Assessing Strategies for Managing Work Related Stress at Barclays Bank Limited, Takoradi”, European Journal Business and Innovation Research, 2(2), 51-69, Business Source Complete, EBSCOhost, viewed 18 April 2015. Bashir, U., & Ramay, M. I. 2010, “Impact of Stress on Employees Job Performance: A Study on Banking Sector of Pakistan”, International Journal of Marketing Studies, 2(1), 122-126, Business Source Complete, EBSCOhost, viewed 18 April 2015. Colligan, T. W., & Higgins, E. M. 2005, “Workplace Stress: Etiology and Consequences”, Journal of Workplace Behavioral Health, 12(2), 89-97, Business Source Complete, EBSCOhost, viewed 18 April 2015. Joseph, T. D. 2013, “Work Related Stress”. European Journal of Business and Social Sciences, 1(10), 73-80, Business Source Complete, EBSCOhost, viewed 18 April 2015. Kortum, E., Leka, S., & Cox, T. 2010, “Psychosocial Risks and Work-Related Stress in Developing Countries: Health Impacts, Priorities, Barriers and Solutions”. International Journal of Occupational Medicine and Environmental Health, 23(3), 225–238. Retrieved from DOI 10.2478/v10001-010-0024-5, Business Source Complete, EBSCOhost, viewed 18 April 2015. Stoica, M., & Buicu, F. 2010, “Human Resource Management: Occupational Stress Management”. Management in Health, 14(2), 7-9, Business Source Complete, EBSCOhost, viewed 18 April 2015. Read More