Human Resource Management International Digest

Emerald Article: Getting to grips with stress in the workplace: Strategies for promoting a healthier, more productive environment Jolynn Carr, Becky Kelley, Rhett Keaton, Chad Albrecht

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To cite this document: Jolynn Carr, Becky Kelley, Rhett Keaton, Chad Albrecht, (2011),"Getting to grips with stress in the workplace: Strategies for promoting a healthier, more productive environment", Human Resource Management International Digest, Vol. 19 Iss: 4 pp. 32 - 38 Permanent link to this document: http://dx.doi.org/10.1108/09670731111140748 Downloaded on: 03-04-2012 References: This document contains references to 7 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2157 times.

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Getting to grips with stress in the workplace

Strategies for promoting a healthier, more productive environment
Jolynn Carr, Becky Kelley, Rhett Keaton and Chad Albrecht

Jolynn Carr, Becky Kelley, Rhett Keaton and Chad Albrecht are all based at the Huntsman School of Business, Utah State University, Logan, UT, USA.

he workplace is one of the greatest causes of stress in our lives. At times we feel overwhelmed as we consider everything we need to accomplish. It becomes an even greater challenge as obstacles arise and keep us from progressing in our day-to-day assignments. As business executives and managers, it is our job to recognize and manage occupational stress. A completely stress-free workplace is almost impossible to achieve, but in order to keep your organization moving forward, your employees need be healthy and satised with their work.

A stress-lled workplace can be harmful to the organization as a whole. Occupational stress is dened as the perceived difference between professional demands and a persons ability to carry out those demands. There is a proven correlation between stress and poor health. A study was conducted by a university in Spain that yielded surprising results on the topic of occupational stress. A survey was given to a group of major businesses; small, large, private and public. According to half of the companies surveyed, employees in their organization had higher or much higher than normal stress levels. When the workers were questioned specically about how their fellow employees were being affected by stress, they replied that they were showing symptoms such as headaches or migraines, losing their temper or reacting more aggressively towards customers and colleagues. It was found that about 29 percent of survey participants thought they observed these symptoms of stress at a higher or much higher level than normal compared to previous years. Ten percent also replied that in the last six months there were greater levels of absenteeism caused by stress than in previous years. These statistics indicate that stress is a growing problem in many organizations and is having an increasingly negative impact on employees. Not only does it affect a persons health and how much he or she is able to work, but it also affects performance. It is important to promote the health and well-being of those who work in our companies in order to reduce negative effects on productivity. Occupational stress may seem like a huge problem to tackle, but reading this article will explain what stress is, how you can recognize it and how to incorporate programs in order to reduce its negative impact in your organization.

Causes of stress
The stress response is a double-edge sword. When stress is working properly, it helps you to stay focused, energetic and alert. Stress is what sharpens your concentration while playing a game or keeps you on your toes during a work presentation. However, beyond a certain point, stress stops being helpful and can cause damage to your health, relationships and

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DOI 10.1108/09670731111140748

productivity. Stress typically occurs when a person is confronted with a threat that he or she does not feel to have the resources or coping skills necessary to deal with. Stress becomes negative when a threat is perceived as excessive or unmanageable. Any event or situation that puts a demand on a person is called a stressor. It is virtually impossible to make a complete list of stressors as there are so many and they can vary from person to person. Although any given situation may not be stressful for everyone, we can identify and establish some general causes that have been seen as being stressful for the majority of people. There are two main types of stress. The rst is acute stress, which is short-lived and often the result of unexpected stressors. The second is chronic stress, which is a state of ongoing physiological agitation from an unresolved issue or situation. An example of acute stress would be the inability to nd your glasses, only to discover them on your head. Usually the body begins to react before the individual fully understands the situation, but a return to normal is immediate once the issue is resolved. Chronic stressors often deserve more attention because their prolonged inuence on the body has a signicant negative effect. There are three main areas that inuence the level of chronic stress felt in the workplace. They are perception of job demands, individual differences and social demands: 1. Job demands. The terms and conditions of a job can be a major source of stress. Job demands can be thought as consisting of intrinsic task requirements, the levels of uncertainty, time pressure, and the rate, amount and difculty of work. 2. Individual differences. Individuals differ in various ways and this has a profound effect on human behavior and their reaction to stress. There are countless ways to classify these differences, but they are all the result of two broad classes of variables: heredity and environment. Heredity accounts for the inborn differences. All inherited characteristics do not play an equally important role in stress. Some, like hair color, are not signicant to stress levels, while others, like the physical health of a person, are. Environmentally shaped differences are acquired. These develop and change over time, primarily as a result of our experiences. Individual differences are important because they affect how we make decisions, handle conicts, respond to stressors and attempt to cope with stress. Many people with the same job and physical setting may not perceive their environment as having the same level of stress. One person may see a challenge as motivating and a chance for self-improvement while another may see it as a serious threat. 3. Social demands. An individuals perceptions of his or her social-network support needs are dened as social demands. Too much or too little social stimulation can be stressful: too little and you could feel lonely or isolated; too much and you could become overwhelmed. What denes the adequate level of social demand also differs with each individual. Social demands can originate outside as well as within the organization. While social demands can be psychologically distressing, social support from friends, colleagues and family tends to benet psychological well-being. This is termed the buffering effect because it suggests that social support buffers the negative impacts of stressors by providing a degree of predictability, purpose and hope in upsetting and threatening situations. The Holmes-Rahe life-events scale, which rates the levels of stress caused by external events, states that many of the most stressful events are related to the workplace. They include rings, business readjustments, changes in nancial status, altered responsibilities, a switch to a different line of work, trouble with the boss, variations in work hours or conditions, retirement and vacations. This fact reiterates the importance of managing occupational stress.

How stress is manifested in the workplace

When an individual is confronted with a stressor, he or she can adopt a number of behaviors that may have a positive, negative or neutral effect on physical and emotional well-being. He or she may develop neutral behaviors to evade stressors such as early detection or

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avoidance, or positive behaviors such as utilizing social networks, exercising or religious activities in order to lower the negative response to stressors. Negative behavioral responses to stress include aggressive behaviors and smoking or drinking. When a person feels there is a threat in life (whether that threat is physical, emotional, mental or social) the bodys defense system kicks into action. This action was named the ight or ght response by physiologist Walter B. Cannon. It is important to realize that our bodies do not distinguish between physical and psychological threats. If you are stressed about a project, a busy schedule, balancing home and work life, a pile of bills or a ght with a friend, your body could react just as strongly as if you were facing a life-or-death situation. Small episodes of stress have little risk to the health of a person. However, when stress is prolonged, the body is in a state of constant activity, or stress overload. Gradually the bodys defense system is worn down and the person is left increasingly susceptible to illness. An analogy of chronic stress can be represented by trying to hold a book straight out in front of you. The book may not be very heavy but the longer you hold the book, the heavier the book will seem. If a person were to hold the book out in front for several days, that person would need to be taken to the hospital. It is the same with stress management. If we carry our stress with us all the time, sooner or later, we will succumb to it. The key to stress management is taking breaks. If we put the book or the stress down and rest from it for a while, we will be able to pick it up again and carry on with motivation and a new attitude. When we are dealing with chronic stressors, it is important to nd things that will help us to take a break from whatever it is that is causing us stress. There are numerous signs and symptoms of stress overload. Stress affects the mind, body and behavior in many ways. Psychologist Connie Lillas uses a driving analogy to describe the three most common ways people respond when they are overwhelmed by stress: 1. Foot on the gas. This is an irritated or angry response to stress. The person is easily irritable, very emotional and needs to be doing something. 2. Foot on the break. This is a depressed or closure response. The person loses focus, has little energy and little emotion. 3. Foot on both. This is a tense and frozen response where he or she can no longer do his or her normal tasks. The person looks frozen, but under the surface he or she is extremely agitated. Below is a list of some of the common warning signs and symptoms of stress. The more signs and symptoms you notice in yourself or your colleagues, the closer you may be to stress overload: 1. Thought or reasoning symptoms:
B B B B B B

Memory problems. Inability to concentrate. Poor judgment. Negative attitude. Anxious or racing thoughts. Constant worrying.

Stress typically occurs when a person is confronted with a threat that he or she does not feel to have the resources or coping skills necessary to deal with. Stress becomes negative when a threat is perceived as excessive or unmanageable.

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 Our bodies do not distinguish between physical and psychological threats. If you are stressed about a project, a busy schedule, balancing home and work life, a pile of bills or a ght with a friend, your body could react just as strongly as if you were facing a life-or-death situation.

2. Physical symptoms:
B B B B B B

Aches and pains. Diarrhea or constipation. Nausea, dizziness. Chest pain, rapid heartbeat. Loss of sex drive. Frequent colds.

3. Emotional symptoms:
B B B B B B

Moodiness. Irritability or short temper. Agitation, inability to relax. Feeling overwhelmed. Sense of loneliness and isolation. Depression or general unhappiness.

4. Behavioral symptoms:
B B B B B

Eating more or less. Isolating yourself from others. Procrastinating or neglecting responsibilities. Using alcohol, cigarettes, or drugs to relax. Nervous habits (e.g. nail biting, pacing).

As was stated before, stress can be manifest in many different ways depending on the person. That is why it is important to learn how to recognize how you, and the people around you, react to stress.

The role of management

A stress-free environment is almost impossible to have in todays complex and fast-paced business world, but that does not make stress a necessary evil that one must merely tolerate. Although stress management is often considered important by businesses, action is rarely taken until the damage has been done. Stress levels in the workplace should be carefully and regularly monitored by management. If left to itself, stress often results in high absenteeism, increased turnover rates, low productivity and poor levels of quality. A companys efciency and productivity largely depend on its ability to cope with and adjust to stress at work. Managements role is to rst identify what is causing the unnecessary stress and then to implement policies and procedures that will help to both manage and reduce stress.

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The costs of stress to both individuals and businesses are so great that the topic has been researched extensively. One such project is a report by the Department of Public Health, Western Health Board, which was done in 2003. The Department of Public Health was commissioned to research the causes and inuence of stress among employees of Community Services, Co. Roscommon. The ndings are speculated to be similar in many industries. Some of the issues that they attributed to stress were poor communication (including lack of management feedback, lack of team meetings and inaccurate knowledge of new employee responsibilities) job dissatisfaction and prospects, understafng and no tools or resources to deal with workplace stress. Individual stress-management strategies Unfortunately, there is no standardized process that will solve everyones stress-related problems. Every situation and individual is different and therefore various coping strategies are needed. Each employee and colleague needs to nd his or her own means to address stress. Some strategies that have proved successful are: 1. Peer support. Most of the employees in the Community Services, Co. that were in the sample groups reported that talking to colleagues helped them to deal with stress. 2. Exercise. Research has shown that exercise not only provides a reduction in stress levels but also an increased ability to resist its effects in the future. Some 86 percent of Community Services, Co. employees also reported that exercise is an effective stress-management strategy. 3. Laughter. It makes sense that a good laugh would make one happier. There have been a number of studies to prove it scientically as well as intuitively. One article from Nursing Faculty Publications of Western Kentucky University stated: It appears that a brief period of mirthful laughter may be a quick and effective method to reduce stress levels. Other strategies also include counseling, psychotherapy, meditation, yoga, Tai Chi, massage and acupuncture. No one strategy will work in every situation, but research shows that applying two or more methods results in a higher success rate. As management becomes aware of these various strategies, efforts should be made to make them available to employees or at least make employees aware of the strategies. A large portion of the group sampled at Community Services, Co. reported that they had no way of coping with stress other than just dealing with it. It is speculated that once employees know of the possible solutions they can address their own individual needs and many of the problems related to stress will solve themselves. Management can increase employee awareness by holding regular stress-management training meetings. Getting to the source of the problem All these possible strategies have proven successful in reducing stress in one way or another, but there tends to be a problem with the employees managing work-related stress themselves. Rarely does it get to the root of the problem (Figure 1). For example, an employee may experience stress burnout (or overload) from various situations at work and require time off to recover. While on sick leave he or she may receive counseling to assist in recovery and soon be well enough to begin work again. Now, should the person return to the exact same work environment he or she left, chances are that the individual will return just as dissatised and no more committed than before. If success is to be had in the organization, management needs to be involved in identifying stressors, recognizing changes that need to be made and implementing preventive measures.

Bad communication is one of the most frequently cited major causes of stress.

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Figure 1 Identify, change, prevent

Identify

Change

Prevent

Improving communication and assigning appropriate workload are two of the most important preventive measures management can instill in an organization to reduce chronic stress. Improve communication. Bad communication is one of the most frequently cited major causes of stress. Programs with the intent of improving communication also received the most positive responses from those surveyed at Roscommon as a way of reducing occupational stress. Bad communication can be reected in many ways in the workplace. Lack of feedback, unclear job responsibilities, or even just the difculty of trying to physically contact someone within the organization are just a few examples of poor communication. Many communication problems in an organization can be solved early on if addressed during the initial stages of recruitment and employment. When recruiting, be sure that the responsibilities and demands of the job are clear. Allocate appropriate time for induction and training. Monitor performance and continuously provide feedback. When your employees have proved competent, recognize them for the work they have done and assign other responsibilities. Although these suggestions are particularly important when an employee is new, it is also important to nd ways to maintain these principles throughout his or her career. Appropriate workload. Understafng is another concern often expressed by employees. Studies have shown that heavy workloads can result in diminishing worker satisfaction, burnout and physical illness. This, in turn, has a snowball effect on the rest of the business. As efciency decreases and staff turnover increases, other employees workloads grow as they now carry the extra burden of picking up the slack and take part in training new employees (which could take a number of weeks). This may also force them to bring work home to keep up with a schedule and take away from time needed to unwind after a stressful day. It is therefore crucial that management reviews the level of stafng in the business and identies ways to deal with understafng. Questions management may want to consider when dealing with inappropriate workloads include:
B B B B

Is the workload evenly distributed among employees? Can temporary staff be hired during higher workload periods? What were former employees reasons for leaving and how can you solve the problems? Are there jobs that require employees to work late and is it really necessary for them to do so?

Conclusion
In conclusion, stress is becoming a more prevalent issue in our fast-pace society as extended periods of economic recession occur, international competition increases and technological changes continue to take place. The demands of meeting deadlines and larger workloads are put on individuals to increase productivity. The cost of stress in the workplace is enormous and can increase absenteeism if employees feel that their efforts are not rewarded adequately. We must be concerned with the emotions of our employees and remember they have some very simple needs. Management has a responsibility to the

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Keywords: Stress, Health and safety, Performance management

company to ensure the employees are in a state of well-being and incorporate fair treatment and positive feedback. When employees are healthy and satised with their work, productivity will be at the maximum. It makes good business sense to pursue stress-prevention strategies. Reducing stress in the workplace will contribute to the quality of work life and help you to move your company forward.

Note
Jolynn Carr, Becky Kelley, Rhett Keaton and Chad Albrecht are members of The Research Group, a nationally recognized consortium of university scholars, corporate leaders and qualied undergraduate students at the Huntsman School of Business, Utah State University.

References
Addley, K. (1997), Occupational Stress: A Practical Approach, Reed Educational and Professional Publishing, Oxford. Cooper, C. and Payne, R. (1988), Causes, Coping and Consequences of Stress at Work, John Wiley & Sons, New York, NY. Dolan, S.L. (2007), Stress, Self-Esteem, Health and Work, Palgrave Macmillan, New York, NY. Durden, E., Hill, T. and Angel, R. (2007), Social demands, social supports, and psychological distress among low-income women, Journal of Social and Personal Relationships, Vol. 24 No. 3, pp. 343-61. Harrington, J. and Evans, D.S. (2003), Stress in the workplace, The Irish Health Repository, Western Health Board-/Board Slainte an Iarthaie, May, available at: http://hse.openrepository.com/hse/bitstream/ 10147/44586/1/6045.pdf Matteson, M. and Ivancevich, J. (1987), Controlling Work Stress, Jossey-Bass, San Francisco, CA. Smith, M., Jaffe-Gill, E. and Segal, J. (2009), Understanding stress: signs, symptoms, causes, and effects, Helpguide, July, available at: www.helpguide.org/mental/stress_signs.htm

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