Introduction
Stress is essentially a byproduct of interaction between an individual and his environment. By their very nature occupational settings are liable to brew stress. Work place stress is a common phenomenon and can potentially cause serious disruption in an individual’s personal as well as professional spheres. This work is an attempt at characterizing work place stress in terms of its determinants, manifestations and coping strategies.
Understanding stress
Stress is essentially a byproduct of the interaction between an individual and his environment. Besides, it has both psychological and physiological manifestations. A certain level of stress is part of everyday life. Indeed, to some extent, stress represents the response of the body towards anticipated or unanticipated events that require more concentration, effort or some degree of improvisation. (Kalat, 2002) The adrenaline surge in an athlete, before the start of a race, or, the nervousness in a job aspirant prior to an important interview, is a typical example of stress. In essence, stress and its attendant physiological effects are biological coping mechanisms kindled by the living beings basic survival instinct. It’s a protective mechanism wherein the physiological release of adrenaline in the athlete’s body, for example, shores up the body’s energy levels by the temporary increase in blood circulation and elevation of blood sugar level.
Occupational stress
In occupational settings, stress typically results from a mismatch between the job requirements and an individual’s capacity to cope or respond to it. There is considerable inter individual variability in responding to work place stressors. (Mishra et al, 2011) Moreover, certain types of jobs evoke higher levels of stress than others. The phenomenon of work place stress, therefore, is a function of both individual and work place related factors.
Determinants of work place stress
A person’s reaction to a stressor event depends not just on the event itself but is also influenced by one’s interpretation of that particular event. Similarly, the perception of stress depends on several factors, including, whether the event was expected or not, or whether the event is likely to repeat in the near future. Typically, situations that are unexpected, unforeseen or unfamiliar evoke more stress. (Kalat, 2002)
The workplace dynamics comprise of tangible and non-tangible elements that have a bearing on employee satisfaction. Inadequate employee engagement, empowerment, organizational support mechanisms and lack of commitment to employee welfare are common precursors of work place stress. Employees feel empowered when they have more opportunities for interacting with colleagues, a certain level of decision making authority and perceive themselves as being fairly treated by the employers. Moreover, interpersonal conflict, non-recognition, tight deadlines, job insecurity are some of the other contributors to stress in the work place.
Michie (2002) conceptualized five distinct categories of reasons that lead to employment related stress. Taken together these categories capture the spectrum of causes that precipitate stress. Broadly, these categories are linked to physical work environment, role of an employee, organizational work culture, interpersonal relations and stressors linked to career progression (or the lack of it).
Identifying stress
Certain patterns of behaviors are clearly associated with stress. Recognizing these behaviors is crucial for early identification of work related stress. Some of the signs include, behavioral changes, declining performance, visible lack of energy, unexplained absenteeism or unpunctuality. Other suggestive signs and symptoms include, depression, tearfulness, mood swings or increased complaints of psychosomatic illnesses like headaches. (Department of Health, 2007) Correlating these signs with certain situations, times of day or with the presence of certain colleagues are vital pointers that can help detect stress in the work place.
Coping strategies
Generally, the coping mechanisms adopted by individuals can be grouped under one of two major categories, i.e., Monitoring and blunting. (Kalat 2002) The hallmark of a monitoring strategy is careful attention and response to the stressor while blunting refers to an escapist strategy wherein the individual avoids thinking about or responding to the source of stress. Most individuals have a predilection for resorting to one or the other type of coping strategy. Research, however, suggests that adapting the response to the situation often is the most helpful strategy. (Kalat, 2002)
Strategies to ameliorate work–related stress
Improving work conditions
There are several ways by which employers and employees can ward off stress. Intrinsic characteristics of job like physical working conditions, risk of injury, pressure of short deadlines or inappropriately high work load are common reasons that are amenable to control. Broadly work conditions can benefit from infrastructure investments, implementation of safety standards, training, good management and employment practices, and by optimizing work flow.
Job profiling
People are generally less stressful when they can predict and control the turn of events. Lack of a clear organizational structure (organogram, line management protocols, reporting relationships), ambiguous job descriptions or unclear delineation of roles and responsibilities among staff members can create a sense of lack of control. Moreover, it is inherently easier to plan for predictable events and hence leaving a scope for relaxation at other times. (Michie 2002)
Interpersonal relations
People tend to gain the greatest support by talking with people who have been through similar situations. An individual spends a major part of life at the place of work and hence a healthy interpersonal dynamic is a vital means of social support in occupational settings. Studies have shown that people with strong friendships tend to be healthier than others, possibly through its effect on an individual’s immunity. (Kalat, 2002) Identification and resolution of interpersonal conflict, therefore, should be a key priority for human resource management. Opportunities for vertical and horizontal communication among colleagues play a role in promoting good relations. (Eek & Axmon, 2013). More importantly, research has shown that perceptions of stress may vary, for example, between a manager and his subordinate. Giorgi et al. (2014) demonstrated a strong linkage between a supervisor’s ability to comprehend and empathise with his supervisee’s stress and the latter’s psychological wellness at work. Therefore managers need to acknowledge and gain a common understanding on the stressors that are affecting their subordinate’s work. Moreover flexible work timings and ergonomic adaptation of working conditions can make a big difference. (Eek & Axmon, 2013)
Relaxation and Exercise
Distraction is a powerful blunting strategy. Distracting a person’s attention from the source of stress helps to reduce stress. (Kalat, 2002) Individuals concentrating on a tough task find it helpful to take a break once in a while. Resorting to recreational activities often is a great stress reliever. Increasingly, organizations are recognizing the importance of providing avenues for recreation within the work place like gymnasium, indoor sports facilities, etc. Besides, people in good physical shape react less strongly than others to stressful events. (Crews & Landers, 1987) physical exercise will enable the employee to ward off disorders linked to sedentary lifestyle. Meditation is another means to successfully deal with psychosocial disorders. (Elder, Nidich, Moriarty & Nidich, 2014)
Fostering innovation
Employees who perceive their skills to be underutilized are more prone to stress. Recent study has shown that fostering innovation at work improves employee satisfaction and mitigates stress. Likewise providing opportunities for employees to be creative is strongly associated with improvement in quality of life besides inculcating a strong sense of well being. (Raykov, 2014). Psychosocial support and mental health services
In its milder form, symptoms of stress are virtually indistinguishable from common mental ailments like anxiety and depression. Evaluation of employees for associated mental disorders can help to distinguish between stress and co-existing diseases. This is particularly called for in case of explicit signs of stress. Many institutions provide access to psychosocial counseling services and mechanism for referral to specialist mental health services, if indicated. Counseling also help employees to assess and reconcile their work-life balance. (Department of Health, 2007) Open avenues for communication, collaborative work planning, timely appraisals or informal communications are all ordinary management processes providing non-threatening opportunities to detect signs of any mental health problems.
Work related stress is subject to influence of individual characteristics and environmental factors. Prevention, recognition and resolution of occupational stress is a key function of managers and human resource departments. Strategies to reduce occupational stress should be context-specific and involve addressing both personal and work-related environmental factors. At individual level, self assessment (of capacity and self-limitations), maintaining an optimal work-life balance, healthy familial relations and maintaining good health are key to deal with stress. At the organizational level, a comprehensive strategy should include, good recruitment practices, clear delineation of roles and responsibilities, clear reporting structures, infrastructure improvement, staff capacity development, regular communication, fair evaluation mechanisms and opportunities for career progression. Recent studies have shown that promoting creativity and innovative work culture is an important way to boost productivity and a sense of well being among employees. Lastly the organization should have a fair and non-discriminatory working environment.
Works Cited
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