Introduction
Although stress has been found to be normal in some workplaces, excessive stress has been identified as one of the factors that interfere with employee performance and productivity (Interactive, 2011). Additionally, workplace stress affects the emotional and physical health of individuals. Predominantly, the personal ability to manage stress contributes significantly to success in work. Thus, although it is difficult to manage everything in the workplace environment, it does not necessarily mean that one cannot control his or her stress in various workplace situations. Stress in the workplace is not always bad. When an individual is in a comfort zone, stress help to stay energetic, focused, and improves individual capacity to meet various challenges (Interactive, 2011) However, in the hectic modern world, various factors such as increasing work demands and tight deadlines lead to worries and uncertainties that aggravate stress.
Some causes of stress in workplace and their solutions
Numerous factors contribute to stress in the workplace. However, although some factors are common in virtually all workplaces, some causes of workplace stress are unique to some work environments due to various factors such as the nature of work.
A sense of powerlessness
When an individual feels powerless in his or her workplace, stress becomes the ultimate consequence. Lack of power among the employee has been found to be a universal cause of workplace stress since employees are powerless in most organizations. Some work positions such as waitress, secretary, police officers, medical intern, and middle involve high stress because of the need to meet tight schedules and respond to the demands of seniors (Michie, 2002). Some work positions involve a lot of responsibilities, little authority, and unfair job practices. Workers can overcome stress or counter pressures that result from lack of power by presenting their plights to their unions which negotiate with their employees.
Lack of job description
All employees are expected to have an explicit and written description of their job. Lack of a written description of work results in poor work arrangements where supervisors can allocate tasks to individuals without any consideration such as time needed to complete and their skills. Additionally, without a clear job description, employees are expected to produce more than their capability, resulting in both physical and emotional stress. Employees can solve this problem by ensuring that their work is well described in writing before they enter into any contract to enable them to insist on what they need and spell out their expectations (Kofoworola & Alayode, 2012).
Traumatic events in the workplace
Stress in the workplace may result from some traumatic events. Some jobs involve significant dangers due to unfavorable working conditions while other may suddenly become dangerous. Some jobs like firefighting, criminal investigation, military, and ambulance drivers are exposed to terrible scenes and dangers on a routine basis. Besides, the ordinary jobs sometimes become dangerous due to the occurrence of some episodes such as robbery, physical threats from the employers or other employees, or accidents. Such events results in PTSD (post-traumatic stress disorders) that impact both physical and emotional wellness of employees. Events that promote the occurrence of traumatic events in the workplaces can be avoided by constantly improving the working conditions as well as incorporating health and wellness programs in the workplaces (Interactive, 2011). Further, having compensations schemes for some jobs with great exposure to dangers will promote individual commitment and ability to manage stress.
Work setting
Work setting can lead to stress due to lack of privacy, noise, poor ventilation, poor lighting, inadequate sanitary facility or other factors that define a supportive work environment. Studies have revealed that work settings with organizational confusion and managerial styles that are crisis centered always result in psychological stress among the employees (Michie, 2002). The leadership style adopted by an organization may contribute to workplace stress. Some bureaucratic leaders in some organizations deny employees opportunities to express their views on various decisions, leading to discontentment among the employees. Discomfort in the workplace leads to stress. Various strategies can be used to deal with stress caused by workplace setting. Employees should use their unions and other organizations that are concerned with labor issues to ensure the improvement of their working conditions and recognition of their rights. If employers become increasingly reluctant to respond to employee’s complaints, court interventions can be tried to increase pressure for creation of suitable work settings.
Pressure to work at optimum levels and fear of being laid off
Some organizations are more concerned with the profitability than the welfare of the employees. As such, managers may set targets that require the employees to work under stressful conditions in order to meet these targets. The demand to work optimally at all times denies the employees opportunities to engage in wellness activities, resulting in increased stress (Michie, 2002). Employees who fear being sacked work under pressure and cannot complain. Such fear exposes the employees to various forms of stress since they lack hope of having their concerns addressed.
Conclusion
In the modern world, stress in the workplace increases to affect employee performance. The causes of workplace stress differ with organizations and the type of work. However, some causes are common to virtually all organizations. Therefore, solutions to stress in workplaces should be sought depending on the level of uniqueness and universality of the causes.
References
Interactive, H. (2011). Stress in the Workplace. American Psychological Association, 1-18
Kofoworola, O. H., & Alayode, A. M. (2012). Strategies for managing stress for optimal job performance. International Journal of Psychological Studies, 4(2), 162-168
Michie, S. (2002). Causes and management of stress at work. Occupational and environmental medicine, 59(1), 67-72.
