|
Work-related
Stress
The
effects of
Work-related stress are the same as for any other type of stress. The difference
is that it can often be eliminated, or reduced by good management.
Work-related stress is a major problem for organisations. According to
the latest National Statistics Labour Force Survey up to five million people in
the UK feel “very” or “extremely” stressed by their work.
The Health and safety Executive defines stress as:
“The
adverse reaction people have to excessive pressure or
other types of demand placed on them”.
| Whilst
some pressure is good for people, it can keep people motivated and inspire them
to learn new skills. Too much pressure can lead to stress which undermines
performance and can result in either mental or physical ill-health. In addition
to psychological ill-health excessive stress has been linked to a number of
physical illnesses including heart disease.
The Health
and Safety Executive have published a set of management standards relating to
work-related stress. They classify work-related pressures under 6 headings to
assist employers in measuring and, if necessary relieving undue pressure on
individuals. These heading are: |
 |
Demands
This is often the main cause of stress at work. Demands include issues like
workload, work patterns, capability or capacity to do the job and the working
environment.
Control
How much say the person has in the way they do their work. There is evidence to
show that when a person has some opportunities to make decisions regarding their
work there is a greater level of self-esteem and job satisfaction.
Relationships
An employee’s colleagues and managers can form a valuable support network. They
can provide relief from pressures in their personal life and support at work.
However if working relationships are poor then the employee will be vulnerable
to stress. Often this is becomes a vicious circle as the employee becomes more
stressed they are less able to cope with the lack of support from their
colleagues.
Role
It is important that people understand their role within the organisation and
that the organisation ensures that the person does not have conflicting
roles. This applies to their working role, for example, if someone is working
for two managers who both make competing demands on the person at the same time.
This is different from the stress of combining one’s role at work and home which
would be more appropriately dealt with under the ‘work-life balance’ policies.
Change
Due to the changing nature of the economy many organisations have had to make
changes in how and where people work. These changes may be a large ‘one off’
re-organisation or many smaller adjustments. Whatever the change, employers must
ensure that it is properly managed and that they communicate with their
employees.
Support
Finally employers are required to ensure their employees have support from their
managers and colleagues. Training should be available for all staff including
managers; the organisation’s policies and procedures should also be in place to
support employees.
Organisations are legally
obliged to perform a risk assessment for stress under the Management of Health
and Safety at Work Regulations 1999.
The
Health and Safety Executive has identified 5 steps for assessing risks of
occupational hazards in the workplace. These are already used in other areas,
for example the Control of substances hazardous to health (COSHH) regulations.
These steps should also be used in the same way to identify any hazards that may
lead to employee stress.
-
Identify the hazards;
-
Decide who might be harmed and how;
-
Evaluate the Risk and decide on precautions;
-
Record your findings;
-
Review your assessment and update if necessary.
The
most effective way of doing this is by conducting a stress audit, for details of
this and other approaches to managing stress click on our services link or contact us.
| 
