WORKPLACE STRESS Presented By Denise Holman The Balancing Act-At Work and At Home

Jonathan D. Quick Amy B. Henley James C. Quick About The Authors

Jonathan D. Quick  President and CEO of Management Sciences for Health  Co-authored eleven books, including the 2002 Financial Times Guide to Executive Health, and over 50 articles and chapters on essential medicines, public health, stress management, and executive health.  Earned an AB degree from Harvard University and an MD degree at the University of Rochester.

Amy B. Henley  Published the article Want A Better Team? Foster A Climate Of Fairness in the journal Academy of Management Proceedings  Published in the journal Academy of Management Executive  Work experience includes serving as a financial analyst and costing manager

James Campbell Quick  Earned a Ph.D. from the University of Houston  Earned an A.B. with Honors from Colgate University  International author and editor with over 100 books, book chapters, journal articles, clinical monographs, and encyclopedia entries in 10 languages.

Workplace Stress Defined  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. (National Institute for Occupational Safety and Health 1999)  The consequences of the lack of fit between individual needs and demands and those of the environment (Cooper & Cartwright 1994)

Work Life Balance “I believe that being successful means having a balance of success stories across the many areas of your life. You can't truly be considered successful in your business life if your home life is in shambles. “ Zig Ziglar Zig Ziglar

Sources of Stress

Organizational Stressors  Job Conditions That May Lead to Stress  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.  Example: David works to the point of exhaustion. Theresa is tied to the computer, allowing little room for flexibility, self- initiative, or rest.  Management Style. Lack of participation by workers in decision- making, poor communication in the organization, lack of family-friendly policies.  Example: Theresa needs to get the boss's approval for everything, and the company is insensitive to her family needs.  Interpersonal Relationships. Poor social environment and lack of support or help from coworkers and supervisors.  Example: Theresa's physical isolation reduces her opportunities to interact with other workers or receive help from them.  Work Roles. Conflicting or uncertain job expectations, too much responsibility, too many "hats to wear."  Example: Theresa is often caught in a difficult situation trying to satisfy both the customer's needs and the company's expectations.  Career Concerns. Job insecurity and lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared.  Example: Since the reorganization at David's plant, everyone is worried about their future with the company and what will happen next.  Environmental Conditions. Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems.  Example: David is exposed to constant noise at work.  (National Institute for Occupational Safety and Health 1999)

Other Sources of Stress  Travel  Technology  , cell phones, computers

Conflicts From Work Stress  Time-Based conflict occurs when the time devoted to work makes it difficult to fulfill the obligations and requirements of the family role.  Strain-based conflict occurs when the pressures of work spill over and affect interactions within the family domain.  Behavior-based conflict occurs when behaviors that are acceptable, and even rewarded at work are incompatible with the behaviors that are desired at home  (Henley, A., Quick, James, Quick, Jonathan 2004)

The Implications of Work Stress

The Bodies Reaction to Stress  Stress sets off an alarm in the brain, which responds by preparing the body for defensive action. The nervous system is aroused and hormones are released to sharpen the senses, quicken the pulse, deepen respiration, and tense the muscles. This is called the fight or flight response (National Institute for Occupational Safety and Health 1999)

Early Warning Signs of Job Stress  Increased use of alcohol, tobacco, and medications  Headaches and sleeplessness  Constant colds and illness  Upset stomach  Low Morale  Short Temper  Difficulty in Concentrating  Violence

Health Implications of Stress  Cardiovascular Disease Many studies suggest that psychologically demanding jobs that allow employees little control over the work process increase the risk of cardiovascular disease.  Musculoskeletal Disorders On the basis of research by NIOSH and many other organizations, it is widely believed that job stress increases the risk for development of back and upper- extremity musculoskeletal disorders.  Psychological Disorders Several studies suggest that differences in rates of mental health problems (such as depression and burnout) for various occupations are due partly to differences in job stress levels.  Workplace Injury Although more study is needed, there is a growing concern that stressful working conditions interfere with safe work practices and set the stage for injuries at work.  Suicide, Cancer, Ulcers, and Impaired Immune Function Some studies suggest a relationship between stressful working conditions and these health problems. However, more research is needed before firm conclusions can be drawn.  (National Institute for Occupational Safety and Health 1999)

Job Performance and Work Stress  Inadequate performance  High Levels of absenteeism  Discontent  Less organizational commitment  Lower job satisfaction

"Just as your car runs more smoothly and requires less energy to go faster and farther when the wheels are in perfect alignment, you perform better when your thoughts, feelings, emotions, goals, and values are in balance." Brian TracyBrian Tracy Balance

Management’s Role in Reducing Work Stress  Carefully consider organizational restructuring  Asses employee workloads  Encourage creativity  Encourage employees to clarify goals  Encourage employees to keep learning  Promote physical fitness and time management  (Veninga 1998)

Steps Employees Can Take to Manage Stress  Set clear and reasonable goals  Follow boundary management techniques  Choose career avenues that fit you as an individual  Communicate stressful times at work to family use family and friends as a support system  Recognize the importance of quality time rather than simply quantity

Steps Employees Can Take to Manage Stress Cont.  Avoid becoming a workaholic  Follow a healthy diet and exercise

References  The National Institute for Occupational Safety and Health (NIOSH). (1999). STRESS...At Work (DHHS (NIOSH) Publication Number ). U.S. Department of Health and Human Services: Occupational Safety and Health Administration.  Henley, A., Quick, James, Quick, Jonathan. (2004). The Balancing Act-At Work and At Home. Organizational Dynamics, Vol. 33, No. 4, pp. 426–438.  Cartwright, S. & Cooper, C. L. (1994). Healthy mind; healthy organizations-a proactive approach to occupational stress. Human Relations, 47:  Veninga, R. (1998). Stress in the work place: How to create a productive and healthy work environment. Vital Speeches of the Day.  Brennan, S. & McHugh M. (1992). Organization Development and Total Stress Management. Leadership & Organization Development Journal Vol. 13, No. 1, pg.27

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