Impact of Work-Related Stress, and Treatment

Impact of Work-Related emphasis, and TreatmentStress as the modern day back painAbstractIt has been estimated by MIND, the moral wellness charity, that in excess of five trillion good concur up in the f totally in Kingdom atomic number 18 crucifixion such an peg aim of taradiddle cerebrate accent mark as to put them at stake of a complete breakdown (cited in Laurence 2005). The pressures on hotshot-on-ones suffering from strive much terminationant roles in them creation rattlebrained from perish although, whilst they reside in act in that location atomic number 18 effects on the level of accidents and the productivity judge. With the signifi trickistert financial loss that this gives business, it would be judge that tutors argon spiritedly proactive in reducing the ca delectations and effects of seek.This report sets step to the fore to regulate if this is true and to standard slews jazzledge of mental strain, their sensory faculty of its pr evalence and the ways in which it is existence controlled.The enquiry suggests that managers fuck off genuinely little roll in the hayledge of both of these aras. Despite the increasing level of advancement in some(prenominal) the public and passe-part push through(a) press, the problem of tensity corpse unmonitored and its effects inaccurately measured by the majority of the companies questioned.The guidelines produced by the wellness and arctic Executive and the court-ordered requirements low the wellness and asylum at Work Act have seemingly had no impact on organisations. Failure to recognise and address the issue of work-related vehemence will, whence, blend in to it graceful a blight on British effort, existence misunders in like mannerd, unchecked and sickly measured, as the problem of non- particular back pain was for much of the second half(prenominal) of the concluding century.The costs of work-related focal point are well reported. The European r epresentation for sanctuary and Health at Work reports that oer 40 million days a year are lost to British industry because of melodic phrase-related problems (Health and guard Executive 2004). A recent report by the mental wellness charity, MIND, narrates that to a greater extent than five million pack in the United Kingdom are suffering such as uttermost(prenominal) level of work related deform as to put them at find of a complete breakdown (cited in Laurence 2005).Their report goes on to translate that for every 10 generated in the economy, 1 is lost stash awayable to evince related issues and that less than 10% of companies have a policy to deal with it (cited in Laurence 2005pg. 16).ACAS report the Health and Safety Executives findings of 1995 that the cost to society of work related stress was 3.7 one thousand thousand. Lord Layard reported to a G everyplacenment seminar to a greater extent recently that he estimates the current costs to be 25 billion (cited in Laurence 2005). It is noned that they do non define what is include in these costs. The most recent statistics show that disability claims due to mental and behavioural disorders has risen from 28% of the total claims submitted in 1997, to 37% in 2003 and is evaluate to play along to rise (Personnel instantly time 2005).The mental object of stress is be more often in both the popular press and professional publications. ODriscoll et al refer to the work offset and Schuler who suggest that there are four briny designer for this concern for individual employee wellnessthe financial impact on organisationsorganisational effectiveness and legal obligations on employers to bear safe and healthy work milieus (ODriscollet al 2002 pg 188).The question remains as to how organisations are monitoring, reducing and managing the stress experienced by their employees and how they faecal matter meliorate in these areas.Literature ReviewStress is non a reinvigorated phenomenon. It w as first place in 1910 by Sir William Osler who identified that some patients appeared to be under strain during medical treatment. In was non until 1936 that a specific definition of stress as a reaction to a make on a person was reported by Selly (ODriscoll et al 2002). A major period of research was in the1950s, when Lazarus et al establishd the effects of stress on work performance. McGrath noned that stress is due to environmental demands special a persons re originations and subject, when the outcomes are important for the person (cited in ODriscoll et al 2002 pg 190) and French et al formalised the role of the environment in stress by saying that strain can result from the mismatch amongst the person and the environment on dimensions important to the benefit of the individual (cited in ODriscoll et al 2002 pg 190).Lazarus continued his work to examine the tercet phases of cognitive estimate of stress. He identified that these are primal the initial reaction to a risk, secondary the assessment of how to overcome the source and reappraisal judging whether or not the reaction to the source of stress was conquestful (cited in ODriscoll et al 2002). This work was important as it initiated more investigations into coping mechanisms. Behr and Franzs work differentiated between the sentiment of stressors as the environmental stimulus or event and strains the persons result to the stimulus or event (cited in ODriscoll et al 2002 pg192) and this differentiation became and has remained important when looking at how to reduce stress in the study (Fontana 1989).It is recognised that stress is a subjective aspect of life, notwith stand up in any case that work-related stress is becoming global in reputation and affects both manual and professional staff in industrialised and developing countries. The University of Manchester play of Science and Technology have measured certain jobs as being prone to more than 6 one stress scale judge of 1 to 10. These include miner, police officer and prison officer (Health and Safety Executive 2004).The National Institute for occupational Safety and Health (NIOSH) is the American equivalent of the UKs Health and Safety Executive. NIOSH is a Federal delegacy responsible for administering research and making recommendations for the prevention of work-related illness and injury( walk et al 1999). Their report, publication number 99-101, cites three statistics to illustrate the problem of work-related stress in the USA. Northwester National Life found that work is the main stressor for a quarter of commonwealth, Princeton Survey Research Associates report that three quarters of workers suppose there is more stress at work than the previous coevals experienced and St Paul Fire and Marine Insurance found that health complaints are much more promising to be duet factors associated with work than with family or financial problems(Saunter et al 1999).This acquires us to determine the exa ct nature of stress.Fontana makes the point that it is not so much the events that determine whether were tonic or not, as our reaction to them(Fontana 1989 pp. 3). He goes on to call individuals reaction to potentially stressful parts as a result of their cognitive appraisal of the shoes i.e. what one person sees as being stressful, someone else will not. He cites the philosopher, Epictetus, who said men are not disquieted by things themselves, but by their idea if things (Fontana 1989 pg. 63).The Health and Safety Executive echo this view in defining stress as the adverse reaction populate have to excessive pressure or other types of demand placed on them (Saut ret al 1999). Similarly, the European Commissions definition is the emotional, cognitive, behavioural and psychological reaction to aversive and noxious aspects of work, work environments and work organisations. It is a state characterised by eminent levels of arousal and stress and often by feelings of not coping (Hea lth and Safety Executive 2004). Selly noted that stress is not always a injurious emotion. He defined the difference between eustress, which is seen as positive, motivating and intriguing circumstances, which give people an opportunity to stretch themselves and achieve self-satisfaction, and distress, which is where people cannot do (cited in Foot et al1999). in spite of appearance the human resources professional publications, it is frequently cited that there is no existent definition of stress or its symptoms as it is not a recognised medical term (Personnel Today magazine 2005).However, several writers have described the bodys reaction to stress and the effects it has.Fontana defines stress as the demand on the adaptive capacity of the body and mind and highlights that too little of this demand leads to boredom and under stimulation, whereas too much results in being overstretched and overwhelmed. When faced with a challenge, the ingrained reaction of the body is that of s putter or flight either standing the ground and confronting the source of the challenge or by strategically withdrawing. This fight or flight reaction is meant to be a short term, present(prenominal) reaction to perceived danger as a method of survival. If its allowed to continue, it can have an adverse effect. As Fontana points out, our modern society doesnt comm plainly allow us fleshlyly to fight or run out-of-door when we face stressors so that we are allowed to relax. We remain in a state of preparedness for action which we arent permitted to take (Fontana 1989 pp. 6).The bodys responses to stress can be divided into four categories. Firstly, several chemicals are released into the bloodstream including adrenalin, no radelin, thyroid hormones and cholesterol. These stimulate the body through increasing the innate reflex rate and increasing the blood supply and blood sugar levels to affix the metabolism. However, if this append in metabolism is not dissipated through phy sical activity, it can increase the likelihood of heart disease, strokes and kidney disease and aggravate diabetes (Fontana 1989). A racing metabolism can lead to tiredness and exhaustion.The second response is the redirection of blood from those organs which can cope with this forth short term, such as the skin and the stomach, to the air passages in the lungs to increase the aeration of the blood to ladder the muscles. Again, if this continues over an extended period of time it can resulting digestive problems, bouts of torpor and malfunctions of the bodys natural temperature control mechanism. The third reaction is an increase in concentration abilities. This is ca employ by the release of endorphins and cortisone which lowers the bodys natural immunity system and decreases the bodys sensitivity to pain. Again, over the long term, this can result in increased susceptibility to infection, ulcers and extreme allergies. Finally, because the blood thickens to accelerate the clottin g process in the case of injury, it in like manner becomes more difficult to move round the body, putting pressure on the heart and possibly leading to heart disease and strokes (Fontana 1989).The phenomenon of burn out is described by Malachi as the state where emotional exhaustion, depersonalisation of others in the work context, and feelings of low personal accomplishment on the job lead to an inability to function in the work environment (cited in ODriscoll teal 2002 pg. 202) and is seen as the end result of unchecked stress.The causes of stress may come from several sources. Work is seen by many as being a primary source. General organisational problems include insufficient or severely communicated process and procedures, unclear roles and responsibilities and a miss of basic tools and facilities. A lack of carry functions which are often viewed as non-essential, not wholly increases the work load of individuals who have to do more in their day-to-day activities, but ca n also lead to feelings of worthlessness.The increased tendency to long or unsocial hours can not only affect the bodys natural circadian rhythm, but can make it difficult to establish and exercise those things which people find help to diffuse their stress e.g. relationships and hobbies. Lack of prospects in apposition can be stressful, although, as will be discussed later, dissertation not the case for everyone. A lack of job security is seen as an initiator of stress and becomes particularly significant during a time of win over when other stressor may be encountered such as having to alter constituted work routines and methods. Apart from these planetary organisational problems, there are a firm host of specific conditions which lead to high levels of stress (Fontana 1989).NIOSH summarise these as the externalise of tasks, attention style, interpersonal relationships, work roles, career concerns and environmental conditions (cited in Saunter et al 1999). NIOSH relate a l ist of eighteen work-related areas that can produce stress (cited in Saunter teal 1999). These are referred to in more depth later in the report. What also guides to be taken into account are the sources of stress outside the study which lead to the symptoms being displayed whilst artwork. These include domestic problems and also more deeply seated psychological issues such as obsessionality, sensation seeking and over-identification (Fontana 1989).It has been suggested that certain constitution types are more susceptible to stress. Commonly used is the distinction between figure And Type B people, as initially defined by Cooper and Bram well (cited in ODriscoll et al 2002). Fontana describes this distinction impersonality types as being generally accepted by psychologists and medical doctors. A Type A person displays the characteristics of free-enterprise(a)ness, impatience and inflexibility. They work better when given oaf deadlines and will tend to take a leadership role. T hey set themselves high standards to achieve and our highly self-critical if they dont achieve them.Although Fontana does not get out details, he claims that Type A people are more potential to develop heart disease and high blood pressure. He goes on to suggest that Type A people are more apparent to be susceptible to stress as they are highly competitive and mobilised almost permanently for action (Fontana 1989 pg. 72). Other writers, Gangster and Schaubroeck 1991, Haskins, Baglioni and Cooper1990 and Froggatt and Cotton, all cited in ODriscoll et al 2002,debate whether Type A people are subject to increased stress because they put themselves in more situations that can be deemed as being stressful because of their competitive nature, or that they are more likely to experience stress in any given situation NIOSH report that whilst some employers believe that remain competitive in the economy, organisations motif to exert pressure on their employees to maximise productivity and reduce costs, research shows that organisational performance is adversely impacted by the increase absenteeism, error rates and poor motivation. Similarly, they have found that those organisations that incorporate policies that encourage good health in employees showed a corresponding healthiness in their competitiveness in the economy (cited in Saunter et al 1999).This differentiation as to the sexual congress importance of environmental factors over personality traits has remained an important factor in stress research and, consequently, the antennaes to managing stress in the workplace. Ivancevich et al suggest three approaches to managing organisational stress. These are reduce the number or intensity of stressors experienced by employees, help employees convert their appraisal of the stressfulness of the situation or help employees in coping more effectively with stressors and their consequences (cited in ODriscoll et al 2002 pg 213).Kahn and Bossier, 1992, identified that t he majority of action taken in relation to stress occurred at the second level i.e. involved in changing the way people viewed stressful situations through training and employee assistance programmes (EAPs),rather than trying to remove the actual source of the strain (cited in ODriscoll et al 2002 pg 213). ODriscoll (2002) argues that the point for the effectiveness of these programmes is limited and that there are questionable benefits to training employees to be able to cope with poor working conditions or practices.Despite this, NIOSH report that nearly half of large companies in the United Sates offer stress focal point training to their employees, usually involving such topics as time management and relaxation techniques. They point out that these types of interventions have only a short-term effect on the symptoms of stress as well as emphasising the need to alleviate the root causes of the stress (cited in Saunter et al 1999).Elkin and Rosh have put forward a number of acti ons that could be taken to ensconce the stress at source. These include task redesign, allowing flexible work patterns, mandate of employees and reviewing reward systems to ensure they are equitable. Evaluations of these interventions are reported by ODriscoll as being positive, but he goes on to emphasise that their use has been limited (ODriscoll et al2002). Burke noted that the removal or reduction of stressors is the most direct way to reduce stress since it deals with the source (Burke1993 pg. 85). Whilst he does soften that these approaches may entail immediate costs for the organisation, he also notes that these will be offset by long-term benefits not only for individual employees but also the organisation as a entire (Burke 1993 pg. 85).NIOSH recommends combined approach, as even if the causes of stress for the majority of employees were removed, because of individual appraisal of stressors, it would be impossible to remove them all. They also emphasise the need for the surface and nature of the organisation to be taken into consideration, as what is possible and suited for a large multinational may not be purloin or practical for a small enterprise (cited in Saunter et al 1999).NIOSH identify that the three main factors required for an individual to be able to reduce the effects of stressful work conditions are sleep between work and family or personal life, a support lucre of friends and co-workers and a relaxed and positive outlook (cited insurer et al 1999). They also uphold a basic programme to initiate actress prevention programme. This involves awareness construct for all employees, securing the support and commitment of the senior management team, seeking an utilising employee stimulation to all areas of the programme and ensuring the technical skills of stress management are embodied through training specific employees of using the resources of consultants. They see employee involvement as being particularly useful when looking at the job design causes of stress and the employee have first-hand knowledge of the tasks (cited in Saunter et al 1999).The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations of 1999 made employers legally bound to undertake risk assessments in the workplace to identify the potential hazards and to take measures to reduce them. Within the definition of potential hazards was stress. As there remained some confusion as tithe nature and causes of stress, the HSE developed a series of standards to be used by employers to identify and manage the key causes of stress at work. These are the demands made on employees, the level of control employees have over their work, the support employees receive from managers and colleagues, the organisational policies in place, the clarity of the employees role within the organisation, the nature of relationships at work and the way that agitate is managed(ACAS 2004).In the second half of the last century, a common problem for businesses was the amount of absence from work due to no specific back pain. As its difficult to get up that someone is not suffering from back pain, concerns existed as to how it could be controlled. It is suggested that, not only may work-related stress take this position as the main cause of absence from work, but also that the two conditions are related. Occupational Health magazine has reported the findings of research which indicates that musculo skeletal disorders (MSDs) are one of the most common symptoms of stress (Occupational Health 2004).It is suggested that the rise in foolishness benefit claims related to mental or behavioural problems is directly colligate to the decrease in claims for back problems and this is due to doctors being more likely to diagnose mental problems as they have less of a sign than previously for patients. It is therefore possible, that there has been no actual increase in the amount of stress related illness, rather that i t is now called that whereas previously people reported one of the symptom of stress which was back pain (Personnel Today magazine 2005).The difficulties in determining whether a reported illness is save symptom of the deeper underlying problem of stress leads to questions being raised as to amount of stress experienced by todays workers. Charlesworth (1984) suggests that as many as 75% of all medical complaints are stress related in the United States.MethodolgyThe questionnaire was divided into two parts. The first share was asked only of those in senior management positions such as general managers and personnel managers. This was done to determine organisational policies, procedures and measurement of stress. The second set of questions was asked of everybody and included the senior managers so that the effects of stress on them could also be measured.The questionnaire was sent out to variety of business types including catering, achievement and financial services. The intenti on was to gain an overall view of the effects of stress on businesses, not to concentrate on those industries which have been classed as particularly stressful as this would have given a distorted view. A limitation of this approach is noted however, as being that some of the respondents indicated low levels of stress or no stress at all and may have therefore been unable to answer all the questions from personal experience.The main objective of the questionnaire was to collect information on the effects of stress in the workplace, the cost of stress and the benefits of a stress free environment. The questionnaire included admixture of quantitative questions to determine factual information and qualitative questions to collect opinions. As the research did not want to suggest answers to the respondents, all the questions were asked aspen questions. Providing multiple-choice answers may have had ruinous effects on the replies received, as it would offer up options the respondent ma y not have considered.However, it is accepted that there may have been an effect in that people did not realise that point was relevant. For example, in the question regarding the symptoms of stress, the respondents might not consider backache unless it was suggested to them. Two exceptions to this were question nine in the managers questionnaire and question eight in the general questionnaire which examined the respondents views on the sources of work-related stress given by NIOSH (cited in Salter et al 1999).The replies given to all the other questions were then categorised byte writer. When collating the replies on managing stress, the guidelines set out by the Health and Safety Executive were used and the writer determined which kinsperson the answer came under (demands, support, control, policies, role and change). It is accepted that this was a potential impuissance in this part of the questionnaire as it was based on the writers opinion.The questionnaire was distributed in a postal format to non-senior managers following(a) personal visits to the organisations to conduct separate survey with the senior managers and to gain their consent. Whilst this method has benefits in that respondents would be more likely to be honest as the replies were anonymous (except for those in specific management positions), there are also drawbacks in that a low response rate was expected. To overcome this, the number of questionnaires sent out allowed a population sample of one hundred tube expected with a recurrence rate of 20%.The actual number returned was seventy-five. The questionnaire was conducted on a face-to-face basis for the management roles, as it was important that their questionnaires were returned to provide important information as to policies and procedures. This resulted in a 100% return rate of management surveys. The responses from the general questionnaire were subdivided into those from management and non-management with the supervisors being defin ed as managers.This allowed better analysis of the results. Where appropriate, it is indicated whether the respondents were manual workers, office based and/or guest facing as this is seen as being relevant to the research. As give tongue to earlier, as the purpose of the research was not to determine which job sectors are more stressful, the results do not differentiate between organisations.Questionaire Managers1. What do you actualize by the word stress? solve act of respondents function of respondents An inability to cope with something that causes panic 4 31 Anxiety 5 38 Fear of failure or not being able to continue 7 54 Depression 2 15 When you have too much to do and not enough time or resources to do it 8 62 When you cannot remain rationale about a situation 2 15 Losing control 1 8 simulatet know 0 02. What causes stress?Answer physical body of respondents % of respondents besides much to do and not enough time to do it 6 46 Different things for different people 4 31 foolt know 2 15 Other 1 83. What would indicate to you that an employee is suffering from work related stress?Answer take of respondents destiny of respondents Through being absent and giving stress as the cause 10 77 They would submit a grievance 1 8 They would tell their manager 1 8 Other 0 0 seizet know 1 84. Do you or your organisation, actively measure stress levels amongst your employees, and if yes, how?Answer list of respondents perception of respondents Absenteeism reported as due to stress 10 77 carrying into action measures 1 8 Combination of these 1 8 Do not actively measure 1 85. How do you evaluate the success of any interventions to reduce stress?Answer Number of respondents Percentage of respondents cypher for a reduction in absenteeism with stress given as the reason 12 92 Dont measure 0 0 Staff surveys 1 8 Dont know 0 06. Where is the emphasis of your efforts to manage stressAnswer Number of respondents Percentage of respondents Reducing or eliminating t he causes of stress 1 8 Helping employees to modify their appraisal of the stressfulness of situations 0 0 Helping employees in coping more effectively with stressors and their consequences 2 15 Managing attendance issues 8 60 none of these 0 0 No effort 0 0 Dont know 2 157. How do you balance peoples needs for challenge and achievement under pressure with ensuring they are able to cope?Answer Number of respondents Percentage of respondents By vista realistic targets 9 69 By allowing people to work at a rate they feel comfortable with 0 0 By asking them 0 0 By identifying when stress occurs and reducing it 2 15 Bu setting consistent expectations 2 15 Other 0 0 Dont know 0 08. What do you feel are the main causes of stress in life in general?Answer Number of respondents Percentage of respondents Financial problems 10 77 Relationship problems 6 46 Peer pressure 2 15 Work 3 25 Traffic 7 54 Concerns over the environment 3 25 Concerns over politics 4 30 Concerns over war or terrorist at tacks 4 30 Concerns over family members 9 75 Dont know 0 09. Which of the following factors do you believe cause stress to your employees in your workplace?Answer Number of respondents Percentage of respondents Workload too much or not enough 2 15 Pace/variety/meaningfulness of work 6 46 Autonomy 2 15 Shift work/hours of work 3 23 Physical environment (noise/air quality etc.) 2 15 Isolation at the workplace (e.g. working alone) 0 0 Role conflict 0 0 Role ambiguity 0 0 Level of responsibility 0 0 Under/over promotion 0 0 Job security 0 0 Supervisors 0 0 Co-workers 0 0 Subordinates 0 0 nemesis of violence 0 0 Participation in decision making 0 0 Management style 0 0 dialogue patterns 0 0 None of these 0 010. What are your legal obligations in terms of identifying and managing work-related stress?Answer Number of respondents Percentage of respondents on that point arent any 7 54 Comes under HASAW Act 2 15 Have to complete risk assessments which includes assessing possible sources o f risk 1 8 Other 0 0 Dont know 3 2311. What are the HSE standards that organisations should use to identify and manage stress?Answer Number of respondents Percentage of respondents Dont know 13 100 Could do all six 0 0 Could name five 0 0 Could name four 0 0 Could name three 0 0 Could name two 0 0 Could name one 0 012. What actions do you take under each of the HSE standardsAnswer Number of respondents Percentage of respondents Demands 7 54 Support 6 46 Control 4 31 Policies 7 54 Role 0 0 Change 5 38 Other 0 0 Dont know 0 0a. demands ensuring employees do not become overloaded and unable to cope with the amount of work they are asked to do (job design, flexible hours and training) b. support management style and degree of intervention c. control allowing employees to have input into how they complete their tasks d. relationships personnel policies on grievance, poor performance etc. e. role induction, objectives f. change managing change13. How would one of your employees ale rt management if they were experiencing work-related stress?Answer Number of respondents Percentage of respondents Through grievance procedure 8 62 During appraisal 7 54 Through formal representatives e.g. union of employee consultative deputation 4 31 Would just say 0 0 Dont know 0 0 Other 0 014. What are the symptoms of stress?Answer Number of respondents Percentage of respondents Being absent from work 4 31 Panicking 4 31 Nervousness 2 15 Heart problems 1 8 Crying 7 54 Alcohol and drug use 6 46 Accidents in the workplace 1 8 Dont know 0 0 Other15. What is the absence rate in your organisation?Answer Number of respondents Percentage of respondents 0 2% 7 69 2 4% 5 8 4 6% 0 8 6 8% 1 15 Dont know 0 016. What percentage of this absence level is due to stress related illnesses? Answer Number of respondents Percentage of respondents Less than 10% 9 69 More than 10% but less than 30% 1 8 More than 30% but less than 50% 1 8 More than 50% but less than 75% 2 15 More than 75% 0 0 Dont know 8 6217. What is the financial impact of stress in your workplace?Answer Number of respondents Percentage of respondents Calculated the same as any absence from work 13 100 Dont measure 0 0 Dont know 0 018. What do you include when you measure the financial impact of stress which you do not include when measuring the cost of other reasons for absenteeismAnswer Number of respondents Percentage of respondents Reduced productivity 0 0 Employee turnover 0 0 Absenteeism 0 0 Medical costs 0 0 Recruitment 0 0 Use of temporary staff 0 0 Retraining costs 0 0 Loss of production 0 0 Poor customer service 0 0 None 13 100 19. Which level of employee do you feel is more susceptible to stress in your organisation?Answer Number of respondents Percentage of respondents Senior managers only 0 0 Blue collar workers only 3 23 Middle managers only 0 0 tout ensemble management levels 8 62 Everyone is equally susceptible 2 15 Dont know 0 020. What type of