Dr LeCrone
03-24-2006, 03:04 PM
Last week we discussed workers who are suffering from job-related stress and saw how it was affecting their attitude toward work, contributing to poor quality of work performance and affecting health and happiness.
As the number of workers with occupational stress increases dramatically each year, we should examine some of the factors that are sources of stress.
Employee relations. Probably the number one cause of occupational stress is the inability of people to work with other people or to work for certain people. Many supervisors have had little management training in employee relations. An objective evaluation of communication patterns between supervisors, colleagues and subordinates can reduce stress. Specialists in the field, such as industrial and organizational psychologists, can aid in reducing tension.
Unclear job descriptions. Workers often do not understand assigned duties, while supervisors often have a different perception of worker duties. Competition between workers with similar duties is often stressful and causes conflict.
Participation in decision-making. Happy is the employee who feels that he contributed to the decision-making in his department. Organizations reporting high participation in decision-making processes demonstrate increased job satisfaction, a spirit of team effort, family pride, better working relationships with other employees and great commitment and dedication toward overall goals. They show decreased feelings of alienation toward the organization.
Delegation of responsibility. Administrators who feel they must do everything themselves, and who dont feel anyone else can do the job as well do not permit individual or organizational growth.
Under-promotion and over-promotion. Being frustrated when placed in a situation working above their experience of capacity can be just as frustrating as being placed in a situation working below their potential and capability. Keeping open lines of communication between employer and employee is essential in the process of making decisions on promotions.
Work overload. Time pressures are correlated to work overload. Examining priorities and setting realistic demands can help eliminate these pressures.
Office politics. Recognizing this as a source of stress is very important for employers. An outside objective evaluation can often pinpoint the source.
Job security. In times of economic uncertainty and technological change, workers often feel great stress about job security. Retirement ages, retraining, management shakeups and realignment of duties are factors contributing to security on the job. Workers often do not understand policies on leave of absence, sick leaves, resignations or terminations.
Restrictions on budgets, cutbacks and employee layoffs. Counseling and good communication patterns keeping the employee informed through internal newsletters, bulletin board announcements, and personal letters can alleviate part of this distress.
Poor physical working conditions. Poor lighting, hearting and cooling, as well as dangerous equipment are examples of poor working conditions. Overcrowding and noise pollution are distracting and stressful.
Decreasing occupational stress produces benefits for both the employer and the employee. Working toward this goal should be a high priority for any business or industry.
Harold H. LeCrone, Jr., Ph.D. Copyright 1984
As the number of workers with occupational stress increases dramatically each year, we should examine some of the factors that are sources of stress.
Employee relations. Probably the number one cause of occupational stress is the inability of people to work with other people or to work for certain people. Many supervisors have had little management training in employee relations. An objective evaluation of communication patterns between supervisors, colleagues and subordinates can reduce stress. Specialists in the field, such as industrial and organizational psychologists, can aid in reducing tension.
Unclear job descriptions. Workers often do not understand assigned duties, while supervisors often have a different perception of worker duties. Competition between workers with similar duties is often stressful and causes conflict.
Participation in decision-making. Happy is the employee who feels that he contributed to the decision-making in his department. Organizations reporting high participation in decision-making processes demonstrate increased job satisfaction, a spirit of team effort, family pride, better working relationships with other employees and great commitment and dedication toward overall goals. They show decreased feelings of alienation toward the organization.
Delegation of responsibility. Administrators who feel they must do everything themselves, and who dont feel anyone else can do the job as well do not permit individual or organizational growth.
Under-promotion and over-promotion. Being frustrated when placed in a situation working above their experience of capacity can be just as frustrating as being placed in a situation working below their potential and capability. Keeping open lines of communication between employer and employee is essential in the process of making decisions on promotions.
Work overload. Time pressures are correlated to work overload. Examining priorities and setting realistic demands can help eliminate these pressures.
Office politics. Recognizing this as a source of stress is very important for employers. An outside objective evaluation can often pinpoint the source.
Job security. In times of economic uncertainty and technological change, workers often feel great stress about job security. Retirement ages, retraining, management shakeups and realignment of duties are factors contributing to security on the job. Workers often do not understand policies on leave of absence, sick leaves, resignations or terminations.
Restrictions on budgets, cutbacks and employee layoffs. Counseling and good communication patterns keeping the employee informed through internal newsletters, bulletin board announcements, and personal letters can alleviate part of this distress.
Poor physical working conditions. Poor lighting, hearting and cooling, as well as dangerous equipment are examples of poor working conditions. Overcrowding and noise pollution are distracting and stressful.
Decreasing occupational stress produces benefits for both the employer and the employee. Working toward this goal should be a high priority for any business or industry.
Harold H. LeCrone, Jr., Ph.D. Copyright 1984