The second instalment of our guide to reducing workplace stress by Dr Justin Grayer, Clinical Psychologist, Think Talk Psychology.
Why should organisations manage occupational stress?
The current economic situation is creating levels of stress and anxiety within organisations which have not been seen in decades, if ever. This climate increases the likelihood that staff will see the work demands made on them as greater than their ability to cope, which in turn raises the stress barometer; thus, a negative cycle of overwhelming stress and reduced occupational performance develops. When the workforce perceives work pressure as too high this can lead to an organisation being overloaded and exhausted; paradoxically, when perceived pressure is too low staff can be frustrated or bored and underperform. Thus, company optimal performance occurs when an organisation is able to manage the workload so that the workforce perceives some stress–not too little, not too much.
Organisational approaches to managing stress
Managing occupational stress is a challenge for organisations as different employees respond differently to different situations. It is not possible for organisations to develop a panacea approach to occupational stress as one size does not fit all. Therefore, organisations need to tackle occupational stress on a number of different fronts.
Primary interventions: aimed at ameliorating conditions that generate stress in the workforce such as role clarity.
Secondary interventions: designed to help staff moderate their stress response such as identifying helpful and unhelpful beliefs; and to manage daily occupational tasks like time management.
Tertiary interventions: psychological support for individuals who have become stressed to the point of distress or where stress is impairing a person’s ability to work.
Primary interventions
A good first step is to carry out a stress audit, a staff survey aimed at eliciting aspects of the organisation’s culture and tasks which employees find particularly stressful. This highlights difficulties related to particular teams, tasks, ‘level’ of employee or to general organisational culture, such as management style and reward systems. However, a stress audit is only helpful if management proactively respond to the findings; to not respond may elicit staff apathy.
Research has identified a number of organisational factors that contribute to occupational stress. These include firstly, excessive job demands such as work overload and difficult work shifts/patterns. Secondly, a lack of job control and autonomy regarding the speed or nature of decisions. Thirdly, low social support either emotional support such as trust and social cohesion, or instrumental support such as resource and assistance. Hence, an organisation that sets realistic goals, encourages people to become engaged in managing their work load and facilitates a supportive culture will experience lower levels of staff distress.
In today’s economic climate many employees are concerned about job security. Change needs to be managed and communicated clearly to people. When companies do start recruiting, as some already have, they need to consider whether potential employees will be both role competent and culture competent, i.e., do the person’s goals and behaviour fit with the organisation’s culture? Employees who are both role and culture competent will experience a more satisfactory work life.
Despite financial and political constraints on employee remuneration, companies can demonstrate their commitment to the workforce by actively engaging them in conversations about career pathways and training. Although this takes time out of an already busy day it is time well invested when the result is a workforce that is more enthused and dedicated to the companies aims and objectives, increasing productivity and reducing absenteeism. Conversely, people who are genuinely unwell—physically or emotionally—should be encouraged to take off the necessary time to recuperate – there is a cost attached to the burgeoning culture of ‘presenteeism’.
Flexible work arrangements and equal opportunity policies such as sexual orientation, race and disability also demonstrate to staff that they are valued. However, policies must be clearly demonstrable both internally and externally to increase staff commitment and brand loyalty respectively.
Secondary interventions
In addition to developing the right culture organisations need to ensure their workforce has the occupational and psycho-social skills to preempt and manage stress as it arises. 'Secondary interventions' include the promotion of healthier lifestyles; guidance in managing the emotional, behavioural, physiological and mental aspects of stress, and skills in managing occupational tasks and the working environment.
Cognitive-behavioural coaching, either as individuals or in small groups, can help people to understand the role of their thoughts in the stress process. For example, commonly held unhelpful thought patterns that contribute to stress include ‘expecting the worst to happen’ and ‘mind reading’ others instead of directly communicating with them. Naturally, these thoughts influence a person’s emotions, behaviour and how their body feels. Training staff to become aware of their own thought biases and to evaluate their thinking provides them with a tool to moderate their stress response.
To manage the physical component of stress, people can engage in activities or coping behaviours such as relaxation using, for example, progressive muscle relaxation or visualisation; controlled breathing exercises; meditation; yoga and general exercise. In 2006, a Hong Kong government survey found exercise was reported to be the most frequently utilised stress coping method. Companies can provide information on the benefits of, and how to access, these activities. Initiatives aimed at promoting exercise, stopping smoking and moderate drinking can improve the overall wellbeing of a workforce.
Information is key and face-to-face workshops or online updates on daily occupational processes such as time management, assertiveness training, social skills and problem solving will enable employees to work more effectively. For example, research has found that approximately five minutes planning at the start of the day can save about one hour in a seven hour day. Staff members who have good communication skills create a more comfortable working environment and increase productivity as clearly explained tasks reduce error time. Additionally, people who are assertive and stand up for their own rights in such a way that they do not violate the rights of another person are better able to regulate their workload which means that they are less likely to be under or overloaded. Problem solving is an important occupational skill, however, people vary as to how good they are at it. Training in problem solving and goal setting can create a workforce that is able to think about solutions to today’s and tomorrow’s challenges. This skill means that people are more likely to believe that they can cope with their work demands and are consequently less likely to experience overwhelming stress.
Tertiary interventions
Regardless of the efforts of the most conscientious organisation there will be people who become distressed within the work environment and need additional support. It is unusual that an organisation is able to directly provide psychological care. However, organisations can develop relationships with external bodies that are able to provide psychological care for their workforce. At the very least companies should make information available to their employees via their intranet on appropriately trained local psychologists. However, organisations should be aiming higher, either by providing comprehensive medical insurance that covers the provision of psychotherapy, as most policies do not cover psychotherapy, or by providing employee assistance programmes.
Paul Arkwright
Publisher
