Occupational Stress
Definition Importance
Theories of stress The model
- causes - consequences
- solutions
Some Stress Facts Second biggest occupational
health problem
Affects 1 in 3 employees (41.2 million)
Costs €20 billion per year
Stress
….A force which acts on a body, setting up strains within it according to its load-carrying capacity, flexibility and tolerance.
Stress
An adaptive response (moderated by individual differences) that is a consequence of any action, situation or event which places special demandson a person
MEDIATING FACTORSIMPORTANCEUNCERTAINTY
DURATION
PER
FOR
MA
NC
E
STRESS*CONTROLABILITY*
P-E FIT
Individual OrganisationalGoals Goals
Never completely compatible because:Ineffective selectionOrganisational socialisationBoth sets of goals changeIndividual unique complex
GENERAL ADAPTATION SYNDROME
‘Psychophysiological’ response
STAGE 1 STAGE 2STAGE 3
Alarm ResistanceExhaustion
normal level of resistance
Stage 1 Stage 2 Stage 3
Stress Costs €€€€
Industrial accidents
Illness – lost days
Poor decision making
Reduced creativity
Increased labour turnover
ORGANISATIONAL STRESS MODEL
MODERATIONSPersonality – type A/B – social support
WORK STRESS CONSEQS- physical enviro EXPERIENCE - individual- Individual - organisation- Group- Organisation
PREVENTION & MANAGEMENT-P-E fit
- organisation programmes- Individual approaches
StressCAUSES CONSEQUENCESTASK DEMANDS INDIVIDUAL
PHYSICAL DEMANDS
ROLE DEMANDS ORGANISATIONAL
INTERPERSONAL
More on causes… Lack of control Monotony Tight deadlines Working at high speed Exposure to violence, bullying etc. Hazardous working conditions
Underload – Overload ContinuumOPTIMAL PERFORMANCE
- Motivation - Energy- Sharp perception - Calmness
low performance low performanceUNDERLOAD OVERLOAD- Boredom insomnia- Motivation irritability- Absenteeism errors- Apathy indecisiveness
Health implications Heart disease Stroke Cancer Musculoskeletal diseases Gastrointestinal diseases Anxiety & depressive disorders Accidents & suicide
Organisational implications Absenteeism Turnover turnover productivity Poor safety staff compensation claims morale creativity
TYPE A/B(Friedman & Rosenman 1950’s)
Type A Type BBehaviours Competitive Less
Ambitious LessAggressive AssertiveHigh devotion LessTime Urgent RelaxedSpeaks fast Slow/clearAnxious Confident
Consequences Incidence heart problemsBlood pressure & CholesterolConcern about health
THE SOCIAL READJUSTMENT RATING SCALE (Holmes & Rahe, 1967)
Kobasa (1982) ‘HARDINESS’ (mediating factors)
Internal Locus Treat changeof control as challenge
Highly committed
BURN-OUT
Unrelieved work stress emotional exhaustion, depersonalisation &
feelings of reduced accomplishment.
Requires high degree of involvement
Burn-out
ORGANISATIONAL CONTRIBUTORY FACTORS
WORK OVERLOADEXCESSIVE BUREAUCRACY
POOR COMMUNICATION & FEEDBACKROLE CONFLICT/AMBIGUITY
DEAD-END JOBS
Evaluate the risks Do employees have a say in work Relationships Managing change Employment security Clarify roles Support & training
Prevention v’s Management
Control/eliminate stressors or help cope effectively.
1. Maximise P-E Fit through effective:- Recruitment
- Selection- Induction- Job design
- Flexible job descriptions- Effective communication
- Fair rewards
2. Employee Assistance Programs
Diagnosis – ‘experts’ define problem
Treatment – counselling/support
Screening – monitoring people in highly stressful jobs
Prevention – education & training
3. Health Promotion Programs
Blood pressure monitor & control
Smoking cessation
Physical fitness
Diet & nutrition
Relaxation
4. Individual Approaches Cognitive – response to stress is
mediated by cognitive processes (alter cognitive process alter response)
Relaxation – e.g Transcendental Mediation
Biofeedback