STRESS AT WORK BY SANYO MOOSA 2009

Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone
through drastic changes over the last century and it is still changing at whirlwind speed. They
have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to
a sales executive. With change comes stress, inevitably. Professional stress or job stress poses a
threat to physical health. Work related stress in the life of organized workers, consequently,
affects the health of organizations.
Workplace stress is the harmful physical and emotional response that occurs when there is a poor
match between job demands and the capabilities, resources, or needs of the worker.
Stress-related disorders encompass a broad array of conditions, including psychological
disorders (e.g., depression,
depression, anxiety,
anxiety, post-traumatic stress disorder)
disorder) and other types of emotional
strain (e.g., dissatisfaction, fatigue,
fatigue, tension,
tension, etc.), maladaptive behaviors (e.g., aggression,
aggression,
substance abuse),
abuse), and cognitive impairment (e.g., concentration and memory problems). In turn,
these conditions may lead to poor work performance or even injury.
injury. Job stress is also associated
with various biological reactions that may lead ultimately to compromised health, such as
cardiovascular disease,
disease, or in extreme cases, death.
death.
WHAT'S IT?
Job stress is a chronic disease caused by conditions in the workplace that unconstructively affect
an individual's performance and/or overall well-being of his body and mind. One or more of a
host of physical and mental illnesses manifests job stress. In some cases, job stress can be
disabling. In chronic cases a psychiatric consultation is usually required to validate the reason
and degree of work related stress.
Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has shown in a
chart how stress can adversely affect an employee's performance. In the early stages job stress
can 'rev up' the body and enhance performance in the workplace, thus the term 'I perform better
under pressure'. However, if this condition is allowed to go unchecked and the body is revved up
further, the performance ultimately declines and the person's health degenerates.
The signs of job stress vary from person to person, depending on the particular situation, how
long the individual has been subjected to the stressors, and the intensity of the stress itself.
Typical symptoms of job stress can be:
• Insomnia
• Loss of mental concentration,
• Anxiety, stress
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• Absenteeism
• Depression,
• Substance abuse,
• Extreme anger and frustration,
• Family conflict
• Physical illnesses such as heart disease, migraine, headaches, stomach problems, and back
problems.
HISTORICAL FOUNDATIONS
Walter Cannon and Hans Selye used animal studies to establish the earliest scientific basis for the
study of stress. They measured the physiological responses of animals to external pressures, such
as heat and cold, prolonged restraint, and surgical procedures, and then extrapolated from these
studies to human beings.
Subsequent studies of stress in humans by Richard Rahe and others established the view that
stress is caused by distinct, measureable life stressors, and further, that these life stressors can be
ranked by the median degree of stress they produce (leading to the Holmes and Rahe Stress
Scale).
Scale). Thus, stress was traditionally conceptualized to be a result of external insults beyond the
control of those experiencing the stress. More recently, however, it has been argued that external
circumstances do not have any intrinsic capacity to produce stress, but instead their effect is
mediated by the individual's perceptions, capacities, and understanding.

CAUSES OF WORK PLACE STRESS

Job stress results from the interaction of the worker and the conditions of work. Views differ on
the importance of worker characteristics versus working conditions as the primary cause of job
stress. The differing viewpoints suggest different ways to prevent stress at work. According to
one school of thought, differences in individual characteristics such as personality and coping
skills 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
This viewpoint
leads to prevention
prevention strategies that focus on workers and ways to help them cope with demanding
job conditions. Although the importance of individual differences cannot be ignored, scientific

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evidence suggests that certain working conditions are stressful to most people. 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. Personal interview surveys of working conditions,
including conditions recognized as risk factors for job stress, were conducted in Member States
of the European Union in 1990, 1995, and 2000. Results showed a trend across these periods
suggestive of increasing work intensity. In 1990, the percentage of workers reporting that they
worked at high speeds at least one-quarter of their working time was 48%, increasing to 54% in
1995 and to 56% in 2000. Similarly, 50% of workers reported they work against tight deadlines
at least one-fourth of their working time in 1990, increasing to 56% in 1995 and 60 % in 2000.
However, no change was noted in the period 1995–2000 (data not collected in 1990) in the
percentage of workers reporting sufficient time to complete tasks. A substantial percentage of
Americans work very long hours. By one estimate, more than 26% of men and more than 11% of
women worked 50 hours per week or more in 2000. These figures represent a considerable
increase over the previous three decades, especially for women. According to the Department of
Labor,
Labor, there has been an upward trend in hours worked among employed women, an increase in
extended work weeks (>40 hours) by men, and a considerable increase in combined working
hours among working couples, particularly couples with young children. Job stress may be
caused by a complex set of reasons. Some of the most visible causes of workplace stress are:

• JOB INSECURITY
Organized workplaces are going through metamorphic changes under intense
economic transformations and consequent pressures. Reorganizations, takeovers,
mergers, downsizing and other changes have become major stressors for
employees, as companies try to live up to the competition to survive. These
reformations have put demand on everyone, from a CEO to a mere executive.
• HIGH DEMAND FOR PERFORMANCE
Unrealistic expectations, especially in the time of corporate reorganizations,
which, sometimes, puts unhealthy and unreasonable pressures on the employee,
can be a tremendous source of stress and suffering. Increased workload, extremely
long work hours and intense pressure to perform at peak levels all the time for the
same pay, can actually leave an employees physically and emotionally drained.

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Excessive travel and too much time away from family also contribute to an
employee's stressors.
• TECHNOLOGY
The expansion of technology—computers, pagers, cell phones, fax machines and
the Internet—has resulted in heightened expectations for productivity, speed and
efficiency, increasing pressure on the individual worker to constantly operate at
peak performance levels. Workers working with heavy machinery are under
constant stress to remain alert. In this case both the worker and their family
members live under constant mental stress. There is also the constant pressure to
keep up with technological breakthroughs and improvisations, forcing employees
to learn new software all the times.
• WORKPLACE CULTURE
Adjusting to the workplace culture, whether in a new company or not, can be
intensely stressful. Making one adapt to the various aspects of workplace culture
such as communication patterns, hierarchy, dress code if any, workspace and most
importantly working and behavioral patterns of the boss as well as the co-
workers, can be a lesson of life. Maladjustment to workplace cultures may lead to
subtle conflicts with colleagues or even with superiors. In many cases office
politics or gossips can be major stress inducers.

• PERSONAL OR FAMILY PROBLEMS

Employees going through personal or family problems tend to carry their worries
and anxieties to the workplace. When one is in a depressed mood, his unfocused
attention or lack of motivation affects his ability to carry out job responsibilities.
• JOB STRESS AND WOMEN
Women may suffer from mental and physical harassment at workplaces, apart
from the common job stress. Sexual harassment in workplace has been a major
source of worry for women, since long. Women may suffer from tremendous
stress such as 'hostile work environment harassment', which is defined in legal
terms as 'offensive or intimidating behavior in the workplace'. This can consist of
unwelcome verbal or physical conduct. These can be a constant source of tension

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for women in job sectors. Also, subtle discriminations at workplaces, family
pressure and societal demands add to these stress factors.
THE SURVIVAL TECHNIQUES
Because change is constant in life, stress is an integral part of it. Since we don't want to perish
under it, we have to adhere to the bottom line for survival—adapt.
Following are some of the long-term tips to survive stress:

BUT, WHEN YOU ARE UNDER STRESS AT WORK, SOME SIMPLE PRACTICES CAN HELP:
• Sit straight and comfortably on your seat, and try breathing exercises.
exercises. It will relax your nerves
and muscles.
• Relax and count backwards (20, 19, 18, 17, 16, 15….)
• Try creative visualization
BURNOUT
When under severe stress, an individual fails to take clear-cut decisions, reevaluate and reassess
the priorities and lifestyles, and ultimately, tend to fall into unproductive distractions. This can be
described as a classic case of 'burnout'. The 'burnouts' often engage in reckless or risk-taking
behaviors. Starting from glamour and sport celebrities to common men, 'burnouts' are found
everywhere.
Chronic Responsibility Syndrome is a kind of burnout where people get mentally and physically
exhausted from their workload. The symptom is often described as "there's simply too much
work to do, and no one else can do it but me". Typically it will occur in hard working, hard
driven people, who become emotionally, psychologically or physically exhausted. You are at risk
of burnout where:
where:
• you find it difficult to say 'no' to additional commitments or responsibilities
• you have been under intense and sustained pressure for some time
• your high standards make it difficult to delegate to assistants
• you have been trying to achieve too much for too long
• you have been giving too much emotional support for too long
Often burnout will manifest itself in a reduction in motivation, volume and quality of
performance, or in dissatisfaction with or departure from the activity altogether.

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ARE YOU IN DANGER OF BURNING OUT?
If you feel that you are in danger of burning out, the suggestions below can help you correct the
situation:
• Re-evaluate your goals and prioritize them
• Evaluate the demands placed on you and see how they fit in with your goals
• Identify your ability to comfortably meet these demands.
• If people demand too much emotional energy, become more unapproachable and less
sympathetic. Involve other people in a supportive role. Acknowledge your own humanity:
remember that you have a right to pleasure and a right to relaxation
• Learn stress management skills
• Identify stressors in your life, such as work, or family. Get the support of your friends, family
and even counseling in reducing stress
• Ensure that you are following a healthy lifestyle:
Get adequate sleep and rest to maintain your energy levels
Ensure that you are eating a healthy, balanced diet—bad diet can make you ill or feel bad.
Limit your caffeine and alcohol intake
Try to recognize your spiritual needs that may have been buried under the mires of worldly
pursuits
• Develop alternative activities such as a relaxing hobby to take your mind off problems

HAVE YOU BURNED OUT?

• If you are so de-motivated that for a time you do not want to continue with what you do, then
take some time off
• Alternatively, try to switch to another area of activity within your organization. If you come
back later, you may find that you have started to enjoy the work again, and can take on only
those commitments that you want. You may, however, find that you have absolutely no interest in
continuing with what you are doing. In this case it may be best to drop it altogether
• Take support and counseling of near and dear ones to bring change to the current situation
• Enroll yourself with some meditation or yoga classes (to ensure group spiritual practice), gyms,
aerobics or sports clubs to switch your focus, and to reorganize your priorities
• If you are in late stages of burnout, feeling deeply de-motivated and disenchanted with your job
or life, get help from a good psychologist.

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HEALTH AND HEALTHCARE UTILIZATION
Problems at work are more strongly associated with health complaints than are any other life
stressor-more so than even financial problems or family problems. Many studies suggest that
psychologically demanding jobs that allow employees little control over the work process
increase the risk of cardiovascular disease.
disease. On the basis of research by the National Institute for
Occupational Safety and Health and many other organizations, it is widely believed that job
stress increases the risk for development of back and upper-extremity musculoskeletal disorders.
disorders.
High levels of stress are associated with substantial increases in health service utilization.
Workers who report experiencing stress at work also show excessive health care utilization. In a
1998 study of 46,000 workers, health care costs were nearly 50% greater for workers reporting
high levels of stress in comparison to “low risk” workers. The increment rose to nearly 150%, an
increase of more than $1,700 per person annually, for workers reporting high levels of both stress
and depression. Additionally, periods of disability due to job stress tend to be much longer than
disability periods for other occupational injuries and illnesses.
SIGNS OF WORKPLACE STRESS
Mood and sleep disturbances,
disturbances, upset stomach and headache,
headache, and disturbed relationships with
family, friends, and significant others are examples of stress-related problems. The effects of job
stress on chronic diseases are more difficult to see because chronic diseases take a long time to
develop and can be influenced by many factors other than stress. Nonetheless, evidence is
rapidly accumulating to suggest that stress plays an important role in several types of chronic
health problems-especially cardiovascular disease,
disease, musculoskeletal disorders,
disorders, and psychological
disorders.
disorders.
PREVENTION
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
• Ensure that the workload is in line with workers' capabilities and resources.
• Design jobs to provide meaning, stimulation, and opportunities for workers to use their
skills.
• Clearly define workers' roles and responsibilities.
• Give workers opportunities to participate in decisions and actions affecting their jobs.
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• Improve communications-reduce uncertainty about career development and future
employment prospects.
• Provide opportunities for social interaction among workers.
• Establish work schedules that are compatible with demands and responsibilities outside
the job.
• Discrimination inside the workplace. (e.g. nationality and language )
St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress
prevention programs in hospital settings. Program activities included (1) employee and
management education on job stress, (2) changes in hospital policies and procedures to reduce
organizational sources of stress, and (3) establishment of employee assistance programs. In one
study, the frequency of medication errors declined by 50% after prevention activities were
implemented in a 700-bed hospital. In a second study, there was a 70% reduction in malpractice
claims in 22 hospitals that implemented stress prevention activities. In contrast, there was no
reduction in claims in a matched group of 22 hospitals that did not implement stress prevention
activities.

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[2]]

EXTERNAL LINKS
• Workplace Stress and Health - video, presentations, and summary of event held at the
Woodrow Wilson International Center for Scholars, March 2008
• National Institute for Occupational Safety and Health – Stress at Work
• Work Stress Relief Tips

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• American Psychological Association – Workplace issues
• The Changing Organization of Work and the Safety and Health of Working People
• Good Stress Vs Bad Stress
• Working with Stress Video
• Seventh International Conference on Occupational Stress and Health
• Society for Occupational Health Psychology
• Teachers TV Free Resources to Help Deal with Stress
• IRSST - Strategic approach to preventing occupational stress
• De-Stress Kit for the Changing Times

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