What is job stress?
Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health and even injury.
The concept of job stress is often confused with challenge, but these concepts are not the same. Challenge energizes us psychologically and physically, and it motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied. Thus, challenge is an important ingredient for healthy and productive work. The importance of challenge in our work lives is probably what people are referring to when they say "a little bit of stress is good for you."
When the challenge has turned into job demands that cannot be met, relaxation has turned to exhaustion, and a sense of satisfaction has turned into feelings of stress, the sate is set for illness, injury and job failure.
What are the causes of job stress?
Nearly everyone agrees that job stress results from the interaction of the worker and the conditions of work. Views differ, however, on the importance of worker characteristics versus working conditions as the primary cause of job stress. These differing viewpoints are important because they suggest different ways to prevent stress at work.
According to one school of thought, differences in individual characteristics such as personality and coping style are most important in predicting whether certain job conditions will result in stress -- in other words, what is stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers in ways to help them cope with demanding job conditions.
Although the importance of individual differences cannot be ignored, scientific evidence suggests that certain working conditions are stressful to most people (for example, excessive workload demands and/or conflicting expectations). Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy.
According to the NIOSH (National Institute for Occupational Safety and Health), these are job conditions that may lead to stress:
1. The design of tasks. Heavy workload, infrequent rest breaks, long work hours and shiftwork; hectic and routine tasks that have little inherent meaning, do not utilize workers' skills, and provide little sense of control.
2. Management style. Lack of participation by workers in decision-making, poor communication in the organization and lack of family-friendly policies.
3. Interpersonal relationships. Poor social environment and lack of support or help from coworkers or supervisors.
4. Work roles. Conflicting or uncertain job expectations, too much responsibility, too many "hats" to wear.
5. Career concerns. Job insecurity and lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared.
6. Environmental conditions. Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems.
Job stress, health and productivity
Some employers assume that stressful working conditions are a necessary evil-that companies must turn up the pressure on workers and set aside health concerns to remain productive and profitable in today's economy. But research findings challenge this belief. Studies show that stressful working conditions are actually associated with increased absenteeism, tardiness, and intentions by workers to quit their jobs-all of which have a negative effect on the bottom line.
Recent studies of so-called healthy organizations suggest that policies benefiting worker health also benefit the bottom line. A healthy organization is defined as one that has low rates of illness, injury, and disability in its workforce and is also competitive in the marketplace. NIOSH research has identified organizational characteristics associated with both healthy, low-stress work and high levels of productivity. Examples of these characteristics include the following:
1. Recognition of employees for good work performance
2. Opportunities for career development
3. An organizational culture that values the individual worker
4. Management actions that are consistent with organizational values
What can be done about job stress?
As a general rule, actions to reduce job stress should give top priority to organizational change to improve working conditions. But even the most conscientious efforts to improve working conditions are unlikely to eliminate stress completely for all workers. For this reason, a combination of organizational change and stress management is often the most useful approach for preventing stress at work.
How to change the organization to prevent job stress
1. Ensure that the workload is in line with workers' capabilities and resources.
2. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
3. Clearly define workers' roles and responsibilities.
4. Give workers opportunities to participate in decisions and actions affecting their jobs.
5. Improve communications-reduce uncertainty about career development and future employment prospects.
6. Provide opportunities for social interaction among workers.
7. Establish work schedules that are compatible with demands and responsibilities outside the job.
Preventing job stress: Getting started
No standardized approaches or simple "how to" manuals exist for developing a stress prevention program. Program design and appropriate solutions will be influenced by several factors-the size and complexity of the organization, available resources, and especially the unique types of stress problems faced by the organization. In David's company, for example, the main problem is work overload. Theresa, on the other hand, is bothered by difficult interactions with the public and an inflexible work schedule.
Although it is not possible to give a universal prescription for preventing stress at work, it is possible to offer guidelines on the process of stress prevention in organizations. In all situations, the process for stress prevention programs involves three distinct steps: problem identification, intervention, and evaluation. For this process to succeed, organizations need to be adequately prepared. At a minimum, preparation for a stress prevention program should include the following:
1. Building general awareness about job stress (causes, costs, and control)
2. Securing top management commitment and support for the program
3. Incorporating employee input and involvement in all phases of the program
4. Establishing the technical capacity to conduct the program (e.g., specialized training for in-house staff or use of job stress consultants)
5. Bringing workers or workers and managers together in a committee or problem-solving group may be an especially useful approach for developing a stress prevention program. Research has shown these participatory efforts to be effective in dealing with ergonomic problems in the workplace, partly because they capitalize on workers' firsthand knowledge of hazards encountered in their jobs. However, when forming such working groups, care must be taken to be sure that they are in compliance with current labor laws.*
*The National Labor Relations Act may limit the form and structure of employee involvement in worker-management teams or groups. Employers should seek legal assistance if they are unsure of their responsibilities or obligations under the National Labor Relations Act.
Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health and even injury.
The concept of job stress is often confused with challenge, but these concepts are not the same. Challenge energizes us psychologically and physically, and it motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied. Thus, challenge is an important ingredient for healthy and productive work. The importance of challenge in our work lives is probably what people are referring to when they say "a little bit of stress is good for you."
When the challenge has turned into job demands that cannot be met, relaxation has turned to exhaustion, and a sense of satisfaction has turned into feelings of stress, the sate is set for illness, injury and job failure.
What are the causes of job stress?
Nearly everyone agrees that job stress results from the interaction of the worker and the conditions of work. Views differ, however, on the importance of worker characteristics versus working conditions as the primary cause of job stress. These differing viewpoints are important because they suggest different ways to prevent stress at work.
According to one school of thought, differences in individual characteristics such as personality and coping style are most important in predicting whether certain job conditions will result in stress -- in other words, what is stressful for one person may not be a problem for someone else. This viewpoint leads to prevention strategies that focus on workers in ways to help them cope with demanding job conditions.
Although the importance of individual differences cannot be ignored, scientific evidence suggests that certain working conditions are stressful to most people (for example, excessive workload demands and/or conflicting expectations). Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy.
According to the NIOSH (National Institute for Occupational Safety and Health), these are job conditions that may lead to stress:
1. The design of tasks. Heavy workload, infrequent rest breaks, long work hours and shiftwork; hectic and routine tasks that have little inherent meaning, do not utilize workers' skills, and provide little sense of control.
2. Management style. Lack of participation by workers in decision-making, poor communication in the organization and lack of family-friendly policies.
3. Interpersonal relationships. Poor social environment and lack of support or help from coworkers or supervisors.
4. Work roles. Conflicting or uncertain job expectations, too much responsibility, too many "hats" to wear.
5. Career concerns. Job insecurity and lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared.
6. Environmental conditions. Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems.
Job stress, health and productivity
Some employers assume that stressful working conditions are a necessary evil-that companies must turn up the pressure on workers and set aside health concerns to remain productive and profitable in today's economy. But research findings challenge this belief. Studies show that stressful working conditions are actually associated with increased absenteeism, tardiness, and intentions by workers to quit their jobs-all of which have a negative effect on the bottom line.
Recent studies of so-called healthy organizations suggest that policies benefiting worker health also benefit the bottom line. A healthy organization is defined as one that has low rates of illness, injury, and disability in its workforce and is also competitive in the marketplace. NIOSH research has identified organizational characteristics associated with both healthy, low-stress work and high levels of productivity. Examples of these characteristics include the following:
1. Recognition of employees for good work performance
2. Opportunities for career development
3. An organizational culture that values the individual worker
4. Management actions that are consistent with organizational values
What can be done about job stress?
As a general rule, actions to reduce job stress should give top priority to organizational change to improve working conditions. But even the most conscientious efforts to improve working conditions are unlikely to eliminate stress completely for all workers. For this reason, a combination of organizational change and stress management is often the most useful approach for preventing stress at work.
How to change the organization to prevent job stress
1. Ensure that the workload is in line with workers' capabilities and resources.
2. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
3. Clearly define workers' roles and responsibilities.
4. Give workers opportunities to participate in decisions and actions affecting their jobs.
5. Improve communications-reduce uncertainty about career development and future employment prospects.
6. Provide opportunities for social interaction among workers.
7. Establish work schedules that are compatible with demands and responsibilities outside the job.
Preventing job stress: Getting started
No standardized approaches or simple "how to" manuals exist for developing a stress prevention program. Program design and appropriate solutions will be influenced by several factors-the size and complexity of the organization, available resources, and especially the unique types of stress problems faced by the organization. In David's company, for example, the main problem is work overload. Theresa, on the other hand, is bothered by difficult interactions with the public and an inflexible work schedule.
Although it is not possible to give a universal prescription for preventing stress at work, it is possible to offer guidelines on the process of stress prevention in organizations. In all situations, the process for stress prevention programs involves three distinct steps: problem identification, intervention, and evaluation. For this process to succeed, organizations need to be adequately prepared. At a minimum, preparation for a stress prevention program should include the following:
1. Building general awareness about job stress (causes, costs, and control)
2. Securing top management commitment and support for the program
3. Incorporating employee input and involvement in all phases of the program
4. Establishing the technical capacity to conduct the program (e.g., specialized training for in-house staff or use of job stress consultants)
5. Bringing workers or workers and managers together in a committee or problem-solving group may be an especially useful approach for developing a stress prevention program. Research has shown these participatory efforts to be effective in dealing with ergonomic problems in the workplace, partly because they capitalize on workers' firsthand knowledge of hazards encountered in their jobs. However, when forming such working groups, care must be taken to be sure that they are in compliance with current labor laws.*
*The National Labor Relations Act may limit the form and structure of employee involvement in worker-management teams or groups. Employers should seek legal assistance if they are unsure of their responsibilities or obligations under the National Labor Relations Act.
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