Dr LeCrone
03-24-2006, 03:03 PM
Most of us must work for a living. And we are fortunate if we look forward and approach each day on the job with enthusiasm and energy.
That’s the best way to avoid occupational stress. Industry and management found long ago that happy satisfied employees produced more work, were absent less, had fewer accidents and changed jobs less frequently than employees who shoed little interest or ambition in their work.
While each job has its own unique problems and pressure points, how a person handles those difficulties will, to a large part, determine how well that person likes that job, how effective he is on the job and how many years he is able to work at that job.
Joe isn’t one of the fortunate workers. In his mid-30s, he has been a middle management supervisor in a large company for six years. He feels drained, unimportant and certainly unenthusiastic. Leaving work he often finds himself thinking, “Well, one more day toward retirement out of the way.” He often feels that the only thing he is accomplishing is punching in, punching out and drawing a paycheck. His level of job satisfaction is so low that he has no pride in his work.
Stress is showing in several ways. Joe can hardly make himself get out of bed in the mornings. During the day he watches the clock and waits for the end of the work day. He isn’t performing well on the job and is the victim of occupational stress.
Betty’s stress level is affecting her health. As officer manager of a large insurance company, she is the envy of her friends who think that her large salary and supervisory position give her a lot of freedom and status in her organization. They are, however, unaware of the pressure she feels. Her supervisor expects results and isn’t concerned with employee reactions or feelings. “Just get the job done with expediency,” he says. The employees she supervises are rarely happy and demand that she listen to their problems and complaints.
Betty frequently goes home with a headache. Her doctor was warned her that her blood pressure is creeping up to an unhealthy level. She is good at her job; she has received three promotions with the past four years. Still, she can’t seem to delegate enough of the reports and paperwork to avoid taking work home with her each night and weekends. She feels she has to produce more all the time in order to keep her job.
Aware of reasons for occupational stress, many employers are looking at ways of modifying pressure points within the organization. Studies have shown that occupational stress is linked to such problems as job dissatisfaction, reduced levels of aspiration, substance abuse, drugs and alcohol, and poor family life.
Next week we will take a look at some of the factors that are sources of stress at work and see how employers could have helped employees like Joe and Betty. With increased emphasis on high technology, employers are aware of the need for high touch to help people increase efficiency and perform better both on and off the job.
Harold H. LeCrone, Jr., Ph.D. Copyright 1984
That’s the best way to avoid occupational stress. Industry and management found long ago that happy satisfied employees produced more work, were absent less, had fewer accidents and changed jobs less frequently than employees who shoed little interest or ambition in their work.
While each job has its own unique problems and pressure points, how a person handles those difficulties will, to a large part, determine how well that person likes that job, how effective he is on the job and how many years he is able to work at that job.
Joe isn’t one of the fortunate workers. In his mid-30s, he has been a middle management supervisor in a large company for six years. He feels drained, unimportant and certainly unenthusiastic. Leaving work he often finds himself thinking, “Well, one more day toward retirement out of the way.” He often feels that the only thing he is accomplishing is punching in, punching out and drawing a paycheck. His level of job satisfaction is so low that he has no pride in his work.
Stress is showing in several ways. Joe can hardly make himself get out of bed in the mornings. During the day he watches the clock and waits for the end of the work day. He isn’t performing well on the job and is the victim of occupational stress.
Betty’s stress level is affecting her health. As officer manager of a large insurance company, she is the envy of her friends who think that her large salary and supervisory position give her a lot of freedom and status in her organization. They are, however, unaware of the pressure she feels. Her supervisor expects results and isn’t concerned with employee reactions or feelings. “Just get the job done with expediency,” he says. The employees she supervises are rarely happy and demand that she listen to their problems and complaints.
Betty frequently goes home with a headache. Her doctor was warned her that her blood pressure is creeping up to an unhealthy level. She is good at her job; she has received three promotions with the past four years. Still, she can’t seem to delegate enough of the reports and paperwork to avoid taking work home with her each night and weekends. She feels she has to produce more all the time in order to keep her job.
Aware of reasons for occupational stress, many employers are looking at ways of modifying pressure points within the organization. Studies have shown that occupational stress is linked to such problems as job dissatisfaction, reduced levels of aspiration, substance abuse, drugs and alcohol, and poor family life.
Next week we will take a look at some of the factors that are sources of stress at work and see how employers could have helped employees like Joe and Betty. With increased emphasis on high technology, employers are aware of the need for high touch to help people increase efficiency and perform better both on and off the job.
Harold H. LeCrone, Jr., Ph.D. Copyright 1984