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