Occupational Stress
Name
Course
Instructor
Date of Submission
Occupational stress has a strong attribute to employee performance, productivity and turnover of an organization (Beehr, 1998). Beehr has continued reviewing that, occupation stress is a major problem in many organizations. For instance, there was a report from International Labor Organization that arose from occupational stress. The report identified the causes of occupational stress that included loss of job, lack of autonomy in work place, working for a long period and lack of security in a job. In addition, poor management at work, poor relationship; work schedules such as working overtime as main factors that contribute to employee stress. As Arthur (2000) argues, occupation Stress contributes to poor work performance, lack of job satisfaction, low turnover, and less effective associations at work.
According to Bland (1999), the interventions commonly used for managing occupation stress are primary, secondary along with tertiary. Bland argues that, primary intervention identifies the causes of stress and the effects they have on employees. This is carried out by taking pre-emptive action for reducing stress or reducing the exposure from which employees’ are likely to be stressed. Redesigning job to adjust teamwork and increasing workers especially in decision-making authority are most effective in this intervention. Secondary interventions provide training to employees. The training may include seminars programs that help participants recognize and deal with the stress they identify. The training helps in identifying the current factors, which lead to stress thus helping seminar members to deal with stress that may happen in future. Its main aim is always to reduce stress through preparing members to deal with stress along with treating the symptoms of stress such as anger among others before they lead to health problems. A tertiary intervention takes care of individuals that are already suffering from the effects of stress that involves counseling and consulting stress professionals to help employees deal with problems they encounter.
To facilitate this analysis, analyses on causes, symptoms, effects with interventions were measured through Data analysis in this article. According to Beehr (1998), data analysis is the process for evaluating data through use of analytical as well as rational reasoning to examine each element from data given. In this analysis, data from different sources is gathered, assessed and later analyzed to form conclusion results. These assumptions were applied in their article where by the data were analyzed through use of statistic package of Social science version. In facilitating the analysis, the instruments that were used in analyzing data on causes, signs, effects and interventions were being measured to form the sort of their conclusions.
The results for their findings involved respondents that were asked to rate the cause of stress they experienced in their places of work. According Bland (1999), on the causes of stress this were the findings, 1.73 percent said inadequate salary and 37 percent said unfair treatment in supervision. The results showed how supervisors treat their employees fairly along with giving them better salaries. Perception of other respondents indicated that, 82 percent conquered with the fact, work overload is a major cause for stress, other causes were as follow, 72 on inadequate resources and 57 percent affirmed that uncertainty about promotion at work place could cause stress. These findings explained how employees are overloaded due to fewer staffs in organizations. In addition, awareness of how lack of enough resources causes low work performance was raised. The findings showing 57 % affirming that lack of promotion causes stress awaken a concern for employees to be appreciated through an increase in salary or promotion due to their hard work.
On the findings about the symptoms that employee experiences when they are stressed were as follow, 33 percent experienced anxiety and worry, 36 percent stress and 32 percent anger. The findings clearly show a need for managing these symptoms to save the organization from low work performance. On what stress causes in an organization differed, 72 percent agreed it leads to employees quitting from the organization and 76 percent said it can cause low productivity and conflicts if not managed. In addition, 75% agreed on causing low motivation that later would lead to employee seek employment elsewhere. These findings call for an intervention for managers in any organization to manage stress, which if not managed can cause the organization to collapse.
Perception of employees on stress management were as follows, 56% supported counseling, 84% socializing and 82 % agreed on a need for employees to be involved in decision-making in the organization. Additionally, 73 % of the respondents agreed on training trainees as a way of minimizing stress. These findings explained a need for organizations hiring professionals that would assist the employees affected by stress. In addition, when employees are involved in decision-making they will feel a sense of belonging in the organization. This analysis is most appropriately in finding these analyses
According to Arthur (2000), these analyses were plainly stated. They presented a hypothesis for paradigm shift that in return minimized occupational stress due to overloading of work. Although this research gave valuable findings, various limitations require to be addressed in future.
For instance, the sample study for the research carried was not enough to generalize other or similar organizations. Secondly, the research used quantitative method that is known to have limitations on inaccuracy. There is a need for using triangulation approach in future to validate the findings that give a true nature, complex, causes and impacts of occupational stress. In return, managers will be motivated to come up with the best mechanism for managing stress in organization.
REFERENCE
Arthur, A. P. (2000), Employee Assistance Programmes: The Emperor’s New Clothes or Stress Management, Journal of British.
Guidance and Counselling, 28(1): 549-59.
Beehr, T. A. (1998), Research on Occupational Stress: An Unfinished Enterprise, Journal of Personnel Psychology, 51(5): 835-844
Bland, J. M. (1999), A New Approach to Management of Stress, Journal of Industrial and Commercial Training, 31(2): 44-48
Use the order calculator below and get started! Contact our live support team for any assistance or inquiry.
[order_calculator]