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WORKPLACE STRESS.
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Essay Subject:
Problems & solutions. Definition, burn-out, individual & organizational responses.... More...
6 Pages / 1350 Words
8 sources, 28 Citations, APA Format
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Paper Abstract:
Problems & solutions. Definition, burn-out, individual & organizational responses.

Paper Introduction:
Stress and burnout are both capable of having a detrimental impact on organizational productivity. In addition, they both pose serious health and safety hazards on the job. Stress occurs when an employee feels frustrated with his or her work. This frustration is usually due to an "internal sense of losing control, a mismatch between what we expect and what the environment actually can provide" (Rosenthal, 1991, p. 72). Work overload is another possible cause for stress on the job (Stachert, 1988, p. 61). Furthermore, such factors as personality conflict and fear of losing one's job can cause work-related stress (Lindberg, 1990, p. 82). Often, the organization itself is responsible for causing stress in its employees. This is particularly true when the organization either has high expectations of its employees or is vague about what the

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Workoverload is another possible cause for stress on the job (Stachert, 1988,p. This frustrating experience causes the employee to feel a lossof control. 7 -72. In order to overcome this problem, the employee needs to havea positive attitude regarding the inevitable disappointments which occur inlife. Do-it-yourself stress elimination canlead to bottom-line increase. In order to overcome this problem,employees need to be given more control over the work that they do.Farnham has suggested that employees be allowed to select the tasks thatthey perform. USAToday 119, pp. (1989, June). LaChance, R. These include "stress-fighting tapes, goggles that send pulses ofwhite light into your head, [and] vibrating music beds" (Farnham, 1991, p.72). (1991, 22 April). This may result in a number of safety hazards on the job. People who are capable of handling stress generallyhave a more positive attitude toward life than others. For example, as a result ofstress: "Performance levels begin to drop; decision-making abilities becomeimpaired; morale begins to sag; and efficiency and effectiveness decline"(LaChance, 1991, p. Therefore, programs which eliminate stress andburnout in employees are always worth implementing. The employee is the most important component inorganizational success. 78). Lindberg, R. In terms of the individual employee's health,stress can cause severe physiological and psychological damage. LaChance states that thistechnique "is a mini-shock treatment that acts as an instant destressor"(p. Inorder to insure against overload, it is important that managers pace thework of their employees (Shaffer, 1982, p. The battle against burnout. There are a number of health and safety hazards which may result fromemployee stress and burnout. 72). 61). 72). Who beats stress best - and how.Fortune 124, pp. Thus,according to Mase (1989), burnout results in "tiredness with the same oldroutine, a feeling that you cannot do it anymore, a loss of enthusiasm, andultimately, non-belief in your message" (p. 26). Two basic techniques for coping withstress are taught in these programs. Working Woman 13, pp. This loss of interest follows a progressive pattern. Creatively coping with job stress.Association Management 4-2, pp. Mase, R. (199 , October). Thus, attitudeappears to be an important key in reducing stress on the job. 84).Many experts have claimed that work productivity is enhanced when there is"a relaxed office atmosphere" (Stachert, 1988, p. Burnout can be dealt with by increasingvariety in the workplace. Employee burnout has adetrimental effect on the organization as a whole. Because of these negative effects, stress and burnout must be dealtwith by both the individual employee and the organization as a whole. Although they are related, burnout is actually quite different fromstress. 72).Psychological problems resulting from stress may include anxiety anddepression. Generally, repetition is the sourcefor most cases of job burnout. For example, LaChance (1991) describes a "balloontechnique" for reducing stress in which an employee presses an inflatedballoon against his or her body until it pops. The othertechnique is based on the idea that stress can be reduced by the experienceof a small shock. Stress occurs when an employee feelsfrustrated with his or her work. 26. Many organizations have implemented programs which help train theiremployees in stress-reducing skills. 82).Often, the organization itself is responsible for causing stress in itsemployees. For example, managerscan reduce stress by clarifying job functions and by not makingunreasonable demands on employees. (1991, January). References Farnham, A. (1991, 7 October). Rosenthal (1991) claims that stress can be used positively ifit is balanced in one's life. LaChance also points out that employee training programs are notas costly or time-consuming as some managers might fear. There are several things that an organization can do to helpemployees overcome stress and burnout on the job. One way that the individual employee can handle stress is throughmethods for relaxation. Life after stress. 26). G. Shaffer (1982)agrees with the importance of "creating a positive atmosphere" on the job(p. 128). If an employee is required to do the sametask over and over again, that employee will eventually become bored withthe work. (1988, August). Perhaps the best method for dealing with employee stress is that ofobtaining psychological counseling. The person experiencing stress is usually less attentive thanusual. Such people do not feel a loss of control in their lives.Rather, they feel alert and energetic as they deal with the challenges oftheir work. 36). Thus, the challenge of dealing with stress is "to deal with thebalance between stagnation and overload, to tap one's creativity withoutexhausting one's physical and emotional energy" (Rosenthal, 1991, p. Lindberg (199 ) has indicated that"the more positive your attitude toward change, the more stress-resistantyou are" (p. The Business Journal 9, p. As a result of this action, there is an increasedpossibility that the person will experience "irregular heartbeats,hardening of the arteries, and thrombosis" (Rosenthal, 1991, p. Goliszek, A. Mase claims that, in fighting employee burnout, variety and change are"two of the most important weapons we have" (p. Once an employee is hired,his or her future productivity is dependent upon the reduction of stressand burnout on the job. Some organizations have gone a step further by providinghealth care and drugs for the treatment of stress and burnout. 8 -82+. Stress and burnout are both capable of having a detrimental impact onorganizational productivity. Lindberg (199 ) has pointed out that involvement with otherpeople on the job helps reduce feelings of stress among employees (p. Forsome people, stress is a positive factor in creating motivation andenthusiasm. Theemployee's interest in the subject is related to health factors, whereasthe organization's interest lies in increasing productivity and safety inthe workplace. Whereas stress causes sudden feelings of anxiety and loss ofcontrol, burnout is "a gradual process by which a once productive andcommitted worker loses all concern and interest in his or her job orprofession" (Goliszek, 1988, p. In addition, the employee needs to have a positive attitude towardthe inevitability of change on the job. 6 ). One technique is based on the ideathat employees should relax in order to relieve stress. This is particularly true when the organization either has highexpectations of its employees or is vague about what the employees' rolesare (Stachert, 1988, p. Your best defense against officestress. 78). L. Stachert, K. Stressresults when the reality does not live up to the expectations of theemployee. Many employees experiencestress and burnout simply because they are not qualified for the jobs.Thus, as Farnham (1991) notes, it is important that companies "matchemployees with jobs they can master" (p. Another important element in reducing workplace stress is hiring theright people for the job in the first place. 153). 26). 72).Unfortunately, most employees do not know how to deal with stress in thisway. It is hypothesized that the workers would chose tasks thatthey enjoy doing. Inthis regard, Farnham (1991) claims that "the most potent buffer againststress may well be membership in a stable, closeknit group or community"(p. Stress and burnout on the job also result in a lowerlevel of productivity for the organization. In fact, anyeffort that an organization makes toward the elimination of workplacestress is helpful. 6 -62+.----------------------- 1 According to Shaffer, stress is reduced in this type ofatmosphere because: "When people are happy and enjoy working together, thepositive emotional climate generated by their interaction makes workpleasurable and satisfying" (p. It has been noted that stress often occurs whenever an employeefeels a loss of control at work. Rosenthal argues that a person is trulyproductive only when both stressful and relaxing elements exist in his orher life. 71-72+. 84). As a result, work-related stress has a negative impact on theirlives. Shaffer (1982) suggests the use of relaxationtechniques along with a regimen of proper sleep, exercise and nutrition.In recent years, new technologies have been developed for helping people torelax. 72). Breaking the stress habit: A modern guide toone-minute stress management. Thus, the leaders of the organization must beaware of methods for removing both frustration and boredom from theworkplace. 72). Feelingsof stress send signals to the body which have an effect on the heart rateand blood pressure. It is also important thatthe organization provide a positive atmosphere for stress-free work. This frustration is usually due to an"internal sense of losing control, a mismatch between what we expect andwhat the environment actually can provide" (Rosenthal, 1991, p. In addition, they both pose serious healthand safety hazards on the job. Rosenthal, M H. Training &Development Journal 43, pp. It should be noted that the effects of stress are not all bad. 35-36. 35). Stress-reductiontraining is approximately 2 to 3 dollars per employee and many of theprograms "can be taught to a group in 2-1/2 to three hours" (LaChance,1991, p. Winston-Salem: Carolina. In this regard, "a good therapistoften can guide people back from the burn-out syndrome toward a healthierlifestyle" (Rosenthal, 1991, p. E. (1982). New York: Plenum. As a result, there would be increased enthusiasm andproductivity on the job as well as a reduction in levels of stress(Farnham, 1991, p. Both stress and burnout can be reduced byincreasing employee involvement within the organization as a whole. 153). Studies have shown that not all people react the same way to the samestressful situations. (1988). Rosenthal (1991) recommends the elimination ofstress by means of "relaxation and desensitization techniques andbiofeedback" (p. Astressful employee will be less alert and may cause more accidents thanother employees. Shaffer, M. How to win the burn-out game. 73). For example, there are programs whichare designed "to teach employers and employees alike to recognize the earlysymptoms of stress and to use simple, self-administered stress reductiontechniques" (LaChance, 1991, p. 26). Furthermore, such factors as personality conflict and fear oflosing one's job can cause work-related stress (Lindberg, 199 , p. 61). In particular, loss ofinterest on the job results in a decline in organizational productivity.The cure for employee burnout is to increase variety and change on the job.

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