Occupational stress

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Work stress is stress related to one's work. Job stress often stems from unexpected responsibilities and pressures that are inconsistent with one's knowledge, skills, or expectations, which hampers one's ability to cope. Job stress can increase when workers do not feel supported by supervisors or co-workers, or feel as if they have little control over the work process.

Video Occupational stress

Model

Because of the stressful results of the complex interactions between large systems of interrelated variables, there are several psychological theories and models that address work stress.

Fit Person Environment Model: This model "shows that a match between a person and their work environment is key in influencing their health.For healthy conditions, it is necessary that employee attitudes, skills, abilities and resources are consistent with the demands of their work, and that the work environment must meet the needs of workers, knowledge, and skills potential. Lack of conformity in these two domains can cause problems, and the greater the gap or mismatch (both subjective or objective) between people and their environment, the greater the tension because demand exceeds the capacity, and needs exceed supply.These tensions may relate to health-related issues, lower productivity, and other work matters.The defense mechanisms, such as rejection, reassessment of needs, and mitigation, also operate in the model, for try and reduce subjective mismatch "

Job Characteristics Model: This model "focuses on important aspects of job characteristics, such as skill variation, task identity, task significance, autonomy, and feedback.This characteristic is proposed to lead to 'critical psychological conditions 'from experienced significance, and experienced responsibilities and knowledge of results, it is proposed that positive or negative work characteristics lead to a mental state that leads to appropriate cognitive and behavioral outcomes, such as motivation, satisfaction, absence, etc. In relation to the model, Hackman and Oldham (1980) developed the Work Diagnostic Survey, a questionnaire for job analysis, which implies the key types of job redesign including combining tasks, creating feedback methods, enriching work, etc. "

Diathesis-Stress Model: This model looks at behavior as a burden of vulnerability along with the stress of life experience. This is useful for distinguishing working conditions or stress stress from individual reactions or strains. Strain can be mental, physical or emotional. Job stress can occur when there is a difference between the demands of the environment/workplace and the individual's ability to execute and resolve this demand. Often a stressor can cause the body to experience a physiological reaction that can burden a person physically and mentally. Various factors contribute to workplace stress such as excessive workload, isolation, extensive working hours, toxic work environments, lack of autonomy, difficult relationships among colleagues and management, management oppression, harassment and lack of opportunities or motivation for progress in a person's skill level.

Work Request Resource Model : This model states that tension is a response to the imbalance between a person's job demands and the resources he or she has to handle the request.

• Job demands : physical, psychological, social or organizational aspects of work that require ongoing physical and/or psychological effort and skills. Therefore, they are related to time and energy expenditure.
• Job resources: the physical, psychological, social or organizational aspects of the work that help achieve the work objectives; reduce job demands and associated physiological and psychological costs; stimulate personal growth, learning, and development.

Imbalans Reward-Reward Model: This model focuses on the mutual relationship between effort and rewards at work. "More specifically, the ERI Model claims that jobs characterized by high effort and low esteem are mutual deficits between high and low 'costs' of profit, which can cause negative emotions to affected employees.The accompanying feeling may cause a sustained strain reaction So working hard without receiving an adequate reward or being treated fairly is an example of stress imbalance Another assumption of the ERI Model concerning individual differences in the experience of the effort-imbalance imbalance, it is assumed that the employee is characterized by an excessive motivational pattern Job commitment and high demand for consent (ie, overcommitment) will respond with more strain reactions to the imbalance of efforts-rewards, compared to people who are less overcomitted. "

Maps Occupational stress

Origins

The source of work stress comes from:

These individual sources suggest that stress can occur specifically when conflicts arise from the demands of the work of the employees and employees themselves. If not handled properly, stress can be distressing.

1. Overcome: the ability of employees to overcome certain hours of work, expected level of productive level, physical environment, and job expectations desired by management. For example, research shows that night shifts in particular have a high negative impact on employee health. In connection with this, about 20 percent of night shift workers have experienced psycho-physiological dysfunction, including heart disease. Extreme factors can affect employee competence levels.
2. Organizational roles: are related to the hierarchical rank of specific employees in the organization. Top-level management reserves the right to oversee the overall function of the organization. This leads to potential stress because employees should be able to perform simultaneous tasks.
3. Career development: Job security, promotion level, etc. all sources of stress, because this business market in terms of technological dominance of the economy is always changing.
4. Interpersonal relationships at work: The workplace is a communication and interaction-based industry. These relationships (either developed or developed) can be problematic or positive. Common stressors include harassment, discrimination, biased opinions, rumors, and other degrading comments.
5. Organizational climate or structure : The overall communication, management style, and participation among the group of employees is a variable to consider. In essence, the effects resulting from high levels of participation, collaborative planning, and evenly distributed responsibilities provide a positive effect on stress reduction, improved work performance, job satisfaction, and decreased psychosomatic disorders.

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Prevalence

Distress is a common and expensive issue in the workplace today. About one-third of workers report high levels of stress. 20-30% of workers in various sectors of the EU reported in 2007 that they believe job-related stress has the potential to affect their health. Three quarters of employees believe that workers have more stress at work than a generation ago. In the United Kingdom, one sixth of the workforce is under work stress annually. The evidence also shows that distress is a major cause of organizational change. With continuing distress at work, the workers will develop psychological and physiological dysfunction and decrease motivation in surpassing its position. Increased levels of work stress are determined by consciousness having little control but many demands in the work area. Occupational stress and residual symptoms are the majority of work-related illnesses that lead to missed days of work. Those in shelter, transport and moving materials, building cleaning and maintenance, and health care services are more susceptible to workplace injuries and illnesses, as well as work-related stress.

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Negative health effects

Stress-related disorders include various conditions, including psychological disorders (eg, depression, anxiety, post-traumatic stress disorder) and other types of emotional tension (eg, dissatisfaction, fatigue, tension, etc.), Maladaptive behavior (eg, aggression, substance abuse ), and cognitive impairment (eg, concentration and memory problems). In turn, this condition can lead to poor work performance, higher absenteeism, less work productivity or even injury. "If left untreated, high stress can consistently be a chronic condition, which can aggravate existing mental health conditions and chronic physical conditions (diabetes, hypertension, weak immune system).This condition not only reduces workers' welfare and improves employer health. cost benefits, they contribute to an increased incidence of injuries. High stress levels consistently increase the risk of work-related injuries. Research on short-haul drivers, groups with high levels of injuries and mental health problems, found that frequent stress increased the likelihood of occupational injuries 350%. "

Job stress is also associated with various biological reactions that can ultimately lead to health problems, such as cardiovascular disease, or in cases of extreme death. Due to the high pressure and demands in the workplace, the demands have been shown to correlate with increased rates of heart attacks, hypertension and other disorders. In New York, Los Angeles, and London, among other cities, the relationship between occupational stress and heart attack is recognized.

Problems in the workplace are more closely related to health complaints than other life stressors - more than a financial problem or a family matter. Account stress work for more than 10% occupational health claims. Many studies show that psychological demanding jobs that allow employees to slightly control the work process increase the risk of cardiovascular disease. Research has shown that occupational stress increases the risk of developing back and upper-extremity musculoskeletal disorders. Other disorders that can be caused or aggravated by work stress include sleep disturbances, headaches, mood disorders, abdominal pain, hypertension, high cholesterol, autoimmune diseases, cardiovascular disease, depression, and anxiety. Stress in the workplace can also increase the risk of contracting infections and the risk of accidents in the workplace.

High stress levels are associated with a substantial increase in health care utilization. Workers who report experiencing stress in the workplace also demonstrate the excessive use of health services. In a 1998 study of 46,000 workers, health care costs were almost 50% greater for workers reporting high stress levels than "low risk" workers. This increase increased to nearly 150%, an increase of more than $ 1,700 per person per year, for workers reporting high levels of stress and depression. Health care costs are rising 200% in those with depression and high work stress. In addition, the period of disability due to work stress tends to be longer than the period of disability for injuries and other occupational diseases.

Physiological reactions to stress can have health consequences over time. Researchers have studied how stress affects the cardiovascular system, as well as how work stress can lead to hypertension and coronary artery disease. These diseases, along with other stress-induced diseases tend to be very common in American workplaces. There are four major physiological reactions to stress:

• Blood is channeled to the brain and large muscle groups, and away from the extremities, skin, and organs that currently do not serve the body.
• The area near the brain stem, known as the reticular activating system, works, causing a sharp state of alertness and sharpening of hearing and vision.
• Glucose and energy-containing compounds are released into the bloodstream.
• The immune and digestive systems are temporarily stopped.

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Gender

Men and women are exposed to many of the same stress. Although men and women may not differ in overall strains, women are more likely to experience psychological distress, while men experience more physical stress. Desmarais and Alksnis suggest two explanations for greater female psychological pressure. First, sex may differ in their awareness of negative feelings, which cause women to express and report tension, while men resist and inhibit such feelings. Second, the demand to balance work and family results in more overall pressure for women that leads to increased tension.

The Kenexa Research Institute released a global survey of nearly 30,000 workers showing that women suffer more at work than their male counterparts. According to the survey, women's stress levels are 10% higher for those in surveillance positions, 8% higher in job and production work than men, and 6% higher in middle and upper management than men in the same position.

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Cause

Job stress resulted from the various interactions of workers and the work environment that they do their job. Location, gender, environment, and many other factors contribute to the buildup of stress. Work stress results from worker interaction and working conditions. Different views about the importance of worker characteristics versus working conditions as the main cause of work stress. Different viewpoints suggest different ways to prevent stress at work. Differences in individual characteristics such as personality and coping skills can be very important in predicting whether certain working conditions will lead to stress. In other words, what makes the stress for one person may not be a problem for others. This viewpoint underlies employment-focused prevention strategies and ways to help them cope with demanding working conditions. In general, job stress is caused by a mismatch between perceived effort and perceived rewards, and/or a low sense of control in a job with high demands. Low social support at work and work insecurity can also increase job stress. Psychosocial stressors are the main cause of occupational stress.

Working conditions

Although the importance of individual differences can not be ignored, scientific evidence suggests that certain working conditions create stress for most people. The evidence argues for greater emphasis on working conditions as a major source of job stress, and for redesigning jobs as a primary prevention strategy. A large survey of working conditions, including conditions recognized as occupational stress risk factors, was conducted in EU member states in 1990, 1995, and 2000. The results show a time trend indicating an increase in work intensity. In 1990, the percentage of workers who reported that they worked at high speed at least quarter of their working time was 48%, increased to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers reported that they worked against the deadline tight time at least quarter of their work time in 1990, increased to 56% in 1995 and 60% in 2000. However, no changes were recorded in the period 1995-2000 (data not collected in 1990) in the percentage of workers reported enough time to complete the task.

Workload

In a work environment, dealing with workload can be stressful and serves as a suppressor for employees. There are three aspects of workload that can create stress.

• Quantitative or overloaded work load: Have more work than can be achieved comfortably.
• Qualitative workload: Having a job that is too difficult.
• Pros: Have a job that fails to use the skills and abilities of the worker.

Workload as work demands is a major component of the demand-control control model. This model shows that high-demand jobs can create stress, especially when individuals have low control over the job. In other words, the control functions as a buffer or a protective factor when the demands or workload are high. This model is extended to a demand-control support model which shows that a combination of high control and high social support at work buffers the effects of high demands.

As a work request, the workload is also relevant to the job-demand model of the stress source indicating that the job is stressed when the demands (eg, workload) exceed the individual's resources to deal with it.

Long hours

Most Americans work very long. With one estimate, more than 26% of men and more than 11% of women worked 50 hours per week or more in 2000. These figures show a considerable increase over the previous three decades, especially for women. According to the Ministry of Manpower, there has been an increase in the number of working hours in the workplace by working women, an increase in the extended workweek (& gt; 40 hours) by men, and an increase in large combined working hours between couples, couples with small children.

Status

A person's status at work can also affect stress levels. While stress in the workplace has the potential to affect employees of all categories; those who have very little influence for those who make big decisions for the company. However, less powerful employees (ie, those with little control over their jobs) are more likely to suffer from stress than strong workers. Managers and other types of workers are vulnerable to overwork.

Economic factors

The economic factors facing employees in the 21st century have been linked to increased stress levels. Social researchers and commentators have shown that the computer and communications revolution has made companies more efficient and productive than ever. However, in this productivity, has led to higher expectations and greater competition, putting more pressure on employees.

The following economic factors can cause stress in the workplace:

• Pressure from investors, who can quickly withdraw their money from company stock.
• Lack of trade and professional unions at work.
• Competition between companies caused by the company's efforts to compete globally
• The company's willingness to quickly lay off workers to cope with changing business environments.

Oppression

Workplace oppression can also contribute to stress. These can be broken down into five different categories:

• Threat to professional status
• Threat to personal status
• Isolation
• Over work
• Destabilization is the lack of credit for work, meaningless tasks, etc.

This can create a hostile work environment for employees who, in turn, can influence their work ethic and their contribution to the organization.

Narcissism and psychopathy

Thomas points out that there tends to be a higher level of stress with people who work or interact with a narcissist, which in turn increases staff absence and turnover. Boddy discovers the same dynamics in which there is a corporate psychopath in the organization.

Workplace conflict

Interpersonal conflict among people at work has proven to be one of the most frequently noted stressors for employees. Conflict has been noted as an indicator of the concept of harassment in the wider workplace. This is related to other stressors that may occur together, such as role conflict, role ambiguity, and workload. It also deals with tensions such as anxiety, depression, physical symptoms, and low levels of job satisfaction. Sexual harassment

Women are more likely than men to experience sexual harassment, especially for those who work in traditionally masculine jobs. In addition, a study showed that sexual harassment negatively affects workers' psychological well-being. Another study found that the degree of harassment in the workplace caused a difference in the performance of work-related tasks. High levels of harassment are associated with the worst outcome, and no harassment is associated with the worst outcome. In other words, women who have experienced higher levels of abuse are more likely to perform poorly in the workplace.

Workgroup

Lower work groups are at higher risk for occupational health than higher occupational groups. This is partly due to adverse working and work conditions. Furthermore, such conditions have a greater effect on poor health for those in lower socioeconomic positions.

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Effects

Difficult working conditions can lead to three types of tension: Behavior (eg, absence or poor performance), physical (eg, Headache or coronary heart disease), and psychological (eg, depressed anxiety or mood). Physical symptoms that may occur due to work stress include fatigue, headache, abdominal pain, muscle aches and pains, weight loss or loss, chronic minor illness, and sleep disorders. Possible psychological and behavioral problems include anxiety, irritability, alcohol and drug use, feeling helpless and low morale. The spectrum of effects caused by work stress include absenteeism, poor decision making, lack of creativity, accidents, organizational damage or even sabotage. If exposure to stress in the workplace is prolonged, then chronic health problems can occur including stroke. Physical and psychological checks due to workplace stress were conducted with a sample of 552 female blue collar employees from a microelectronics facility. It was found that job-related conflicts were associated with symptoms of depression, severe headaches, fatigue, rashes, and several other symptoms. Studies among Japanese population typically show more than 2-fold increased risk of total stroke among men with occupational strains (a combination of high job demand and low occupational control). Those who have abusive or coarse jobs are more likely to develop heart disease than those who work in white collars. Along with the risk of stroke, stress can increase the risk of high blood pressure, immune system dysfunction, coronary artery disease. Prolonged job stress can cause work fatigue. Job stress can also disrupt relationships.

The effect of occupational stress on chronic disease is more difficult to ascertain because chronic disease develops in a relatively long time and is influenced by many factors other than stress. Nevertheless, there is some evidence that stress plays a role in the development of some types of chronic health problems - including cardiovascular disease, musculoskeletal disorders, and psychological disorders. Stress and work tension have been linked to poor mental health and wellbeing over a 12-year period.

Job stress has a negative effect on organizations and employers. Job stress is the cause of about 40% of turnover and 50% absent at work. The annual cost of work stress and its impact in the US is estimated at more than $ 60 billion for entrepreneurs and $ 250-300 billion for the economy.

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Prevention

The combination of organizational change and stress management is often the most useful approach to prevent stress in the workplace. Both organizations and employees can use strategies at the organizational and individual levels. Generally, organizational level strategies include modification of work procedures and employee assistance programs (EAP). Individual level strategies include taking a vacation. Getting a realistic preview of the work to understand the normal workload and work schedule will also help people to identify whether the job is suitable or not.

How Organizations Can Prevent Job Stress

• Make sure that the workload is aligned with the capabilities and resources of the worker.
• Designing jobs to give meaning, stimulation, and opportunities for workers to use their skills.
• Clearly define the roles and responsibilities of workers.
• To reduce stress in the workplace, managers can monitor the workload given to employees. Also when trained, they should let employees understand and be informed of stressful awareness.
• Give workers opportunities to participate in decisions and actions that affect their work.
• Improve communication-reducing uncertainty about career development and future job prospects.
• Provides opportunities for social interaction among workers.
• Create work schedules that suit job demands and responsibilities.
• Combat workplace discrimination (based on race, gender, national origin, religion or language).
• Bring an objective outsider like a consultant to suggest a new approach to continuing problems.
• Introduce participative leadership styles to involve as many subordinates as possible to solve stress-generating problems.
• Encourage work life balance through benefits and family friendly policies

Insurance companies do some research on the effects of stress prevention programs in hospitals. Program activities include (1) employee education and management on job stress, (2) changes in hospital policies and procedures to reduce organizational stress sources, and (3) establishment of employee assistance programs. In one study, the frequency of treatment errors decreased by 50% after prevention activities were carried out in a hospital with 700 beds. In the second study, there was a 70% reduction in malpractice claims in 22 hospitals that implemented stress prevention activities. Conversely, there was no reduction of claims in the matched group of 22 hospitals that did not implement stress-prevention activities.

Telecommuting is another way organizations can help reduce stress for their workers. Employees define telecommuting as "alternative work arrangements where employees perform tasks elsewhere typically performed in the main or central workplace, at least for a portion of their work schedule, using electronic media to interact with others inside and outside the organization." One of the reasons telecommuting gets high marks is because it allows employees more control over how they do their jobs. Telecommuters reported more job satisfaction and less desire to find new jobs. Employees who work from home also have less stress, improved work/life balance and higher performance ratings by their managers.

A systematic review of stress reduction techniques among healthcare workers found that cognitive behavior training decreased emotional fatigue and a feeling of lack of personal achievement.

Signs and symptoms of excessive work and work stress

Signs and symptoms of work stress and excessive workplace include:

Both yoga and mindful stress reduction have been shown to reduce work-related stress. Nursing participating in cognitive behavioral interventions is less sensitive to stress, greater sense of coherence, and mood enhancement.

Extending Research on Stress: Contemporary opinion argues that jobs designed to support multiple skills, task identity, significance, autonomy, and feedback, while providing the need for existence and growth, will maintain a healthier workforce and more satisfied.

For team-oriented work environment, Patrick Lencioni, The Five Dysfunctions of a Team, cohesive team behavior profile:

1. They trust each other
2. They engage in unfiltered conflicts around ideas
3. They are committed to the decision and action plan
4. They are mutually responsible for submitting the plan
5. They focus on achieving collective results.

For immediate individual stress management, an imperfect mental coping strategy can be adopted in the work environment.

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See also

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References

Further reading

• Barling, J., Kelloway, E. K., & amp; Frone, M. R. (Eds.) (2005). Handbook of work stress. Thousand Oaks, CA: Sage.
• Butts, M.; DeJoy, D.; Schaffer, B.; Wilson, M. & amp; Vandenberg, R. (Apr 2009). Individual Reaction to High Engagement Work Process: Investigate Role of Empowerment and Personnel Organization Support. Journal of Occupational Health Psychology , 14 (2), 122-136,
• Cooper, C. L. (1998). Organizational stress theory. Oxford, UK: Oxford University Press.
• Cooper, C. L., Dewe, P. J. & amp; O'Driscoll, M. P. (2001) Stress organization: A review and critique of theory, research, and application. Thousand Oaks, CA: Sage.
• Zohar, Dov (1999). "When Things Are Wrong: The Influence of Daily Jobs Dims Efforts, Deployment, and Negative Atmosphere". Journal of Occupational and Organizational Psychology . 72 (3): 265-283. doi: 10.1348/096317999166671.
• Kossek, E. E.; Ozeki, C. (1998). "Work-family conflicts, policies, and life-work satisfaction relationships: Overview and direction for organizational behavior-human resource research". Journal of Applied Psychology . 83 : 139-149. doi: 10.1037/0021-9010.83.2.139. Minas, C. (2000). "Stress in the Workplace: Sociological Perspective". Canadian Sociology and Anthropology Review . 37 (1): 119. < span>
• Saxby, C. (June 2008). Communication Barriers. Evansville Business Journal . 1-2.
• Schonfeld, I.S., & amp; Chang, C.-H. (2017). Occupational health psychology: Work, stress, and health . New York: Springer Publishing Company.
• Temple, H.; Gillespie, B. (2009). "Filling Work and Life". ABA Journal . 95 (2): 31-32.
• Baseline measurements for the evaluation of work-related stress campaigns. By A Pilkington and others. (2000). Sudbury: HSE Book. (Contract Research Report No. 322/2000.)
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• Stress ToolkitIOSH

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