Chapter 2

The causes of stress, types and effects on employees:

Theoretical underpinnings

2.1] Introduction

This chapter will explain the concept and various dimensions of the workplace stress its

causes and effects. Theoretical perspectives of the above mentioned concept will be given in

brief. Section two will deal with classification of the causes of stress. Other ten subtopics are

dealt, Factors contributing to stress at work, Categorizing the causes of stress, the main sources

of work stress, Recognizing stress in the workplace, Stress within the organization,

Organizational culture and change, Stress in the work group, Shift workers and other atypical

workers, The home–work interface, Reducing stress at organizational level, Violence, bullying

and harassment at work and Violence management.

2.2] Classification of the causes of stress at work

Stress affects people at work in many ways and the causes of stress are diverse. These are

the open environment, the physical elements that can be associated with Plan office layout, how

the organization is managed, relationships within the organization and inadequate work

equipment. The causes can be classified as follows.

2.2.1 The physical environment

Poor working conditions associated with the following items may be persistent Stress at work:

● There comfortable, safe and most have insufficient space to work effectively;

● Lack of intimacy can be confusing for some people;

● Open plan office layout, distractions, resulting in noise, constant interruptions and have

difficulty focusing on the task at hand;

2.2.2] The organization

Organization, its policies and procedures, its culture and style of operation may be Is a

cause of stress. Culture is defined as "a condition or a particular set of ethics in the organization."

One or more organizations of all cultures, which can be described, including As, for example,

friendly, hostile, or ungrateful family. Stress can be connected because organizational culture

and style, for example:

● Workload is excessive overtime work is inadequate for the size of the staff;

● Many unfilled jobs for which to "double" the number of employees, They have not

been trained or instructed;

● Lack of coordination between departments;

● To insufficient work, uncertainty and lack of confidence to make the training

Functions;

● Lack of information to the extent that people do not know where they are "

● has no control over workload, the extent of which can vary from day to day. Base;

● Flexibility in approach procedures without the hard work and

● Given time to adapt to the change, the biggest cause of stress among employees.

2.2.3] The way the organization is managed

Management styles, philosophies, systems of work, vision and objectives can help

Constraint on individual employees as a result of:

● Inconsistency in style and approach by the various managers;

● Competition often focus on the value of safe and healthy working Process;

● Inability to manage crisis management all the time, in many cases, Plan and manage

sudden demands made by customers;

● Some power, which leads to deliberately withheld information considered by Important

information that the functions, processes and systems relevant to;

● Processes are always being modified, because in many cases, a failure of management

before the start of the initial basic research projects,

● Reliance on overtime, on the assumption that employees Benefits arising from the extra

cash is always polite to work overtime.

2.2.4] Role in the organization

Everyone has a role or function within the organization's objectives. Stress can be made

through:

● Role ambiguity (see Chapter 5)

● Role conflict (see Chapter 5)

● Very little responsibility

● Senior management support lacking, especially in the case of disciplinary cases Junior

managers, supervisors dealt with as such, and

● Responsibility for people and things that some junior managers, in particular,

May not adequately trained to deal with.

2.2.5] Relations within the organization

How people interact with each other within the organization and structure Is a major

cause of stress, due probably be:

● Poor relationship with the owner that may be due to a lack of understanding of each

Roles and responsibilities, attitudes of prisoners and other human emotions, Greed,

jealousy, and disrespect. Colleagues and subordinates

● Created by a wide range of human resource poor relationships Emotions.

● Difficulties in delegating responsibility because, perhaps, a lack of management

training, Need to "do things right" lack of confidence in his subordinates Management

and staff have a clear line of various functions.

● Personality arising, for example, conflict, language differences, regional Pronunciation,

race, gender, temperament, level of education and knowledge.

● Any feedback from colleagues or management, creating a sense of isolation and

Disappointment.

2.2.6] Career development

Stress or otherwise directly linked to career progression within the organization. It can be

done by:

● Work continues within the organization due to lack of security.

● Due, perhaps, to choose correct or there is an available and no Over promotion To do

this job effectively.

●"Ignore" for promotion prospects.

2.2.7] Personal and social relationships

Relationships between people on an individual basis as well as social for example,

through the stress caused by:

● Continued to work because of insufficient opportunities for social interaction Nature of

work;

● Sexism and sexual harassment;

● Racism and racial harassment;

● Conflict with the demands of family and

● Divided loyalties between their needs and the needs of the organization.

2.2.8] Equipment

Is inadequate, out of date, incredible work equipment is often associated with stressful

conditions among workers. Such devices can be:

●Is not suitable for the job or the environment

● Chronic and / or in poor condition;

● Unreliable or not properly maintained on a regular basis, resulting in continuous

Breakdowns and down time;

● Badly sited, the manual handling of components needed to or resulting Walk the

distance between different parts of the processing operation;

● The design of such and such a way that the person required to adopt sited in Fixed and

uncomfortable posture operating is the same, and

● Adds noise and heat levels, increasing discomfort and less effective oral

communication among employees.

2.2.9] Individual concerns

All people's behavior, motivation, personality and abilities are different in terms of to

cope with stress. The reaction of people experiencing stress may be due to:

● Difficulty coping with change;

● Mutual trust to deal with problems such as those arising from the absence Aggression,

bullying and harassment in the workplace;

● Do not be assertive enough, other people the chance to dominate in terms of choice

How to work;

Table 2.1 The most common occupational Stressors

New Work patterns

New Technology

Promotion

Relocation

Deregulation

Downsizing

Job Design

Boredom

Noise

Temperature

Increased Competition Role Overload

Longer Hours Role ambiguity

Redundancy

Early Retirement

Acquisition

Merger

Manning levels

Insecurity

Lighting

Atmospheric / ventilation

Source: Stress at Work Management and Prevention- Jeremy Stranks

Few Other common Sources Of Stress Are As Follows

Role Overload, Role ambiguity, Role Conflict, Unreasonable Group & Political Pressure,

Responsibility for persons, Under Participation, Powerlessness, Poor Peer relations, intrinsic

impoverishment, Low status, Strenuous Working conditions, Unprofitability.

2.2.10] If affected by work pressure people may

• May become more and more anxious and irritable

• May become unable to unwind or contemplate.

• May have difficultly thinking logically and making conclusion.

• They may not their work at all and feel less dedicated.

• They may also feel tired, depressed, and anxious.

• May experience difficulty in sleeping.

• Experience serious and chronic physical problem such as, increases in blood.

• Pressure headaches and heart disease etc.

2.1] Graph Impact of Work Place De

ressure people may

May become more and more anxious and irritable.

May become unable to unwind or contemplate.

May have difficultly thinking logically and making conclusion.

They may not their work at all and feel less dedicated.

tired, depressed, and anxious.

May experience difficulty in sleeping.

Experience serious and chronic physical problem such as, increases in blood.

Pressure headaches and heart disease etc.

2.1] Graph Impact of Work Place Demands Performance

Experience serious and chronic physical problem such as, increases in blood.

2.3] Factors contributing to stress at work

Does not work, all the stress caused. In many cases, people bring their stress at work for

example, can be associated with:

● Financial problems, especially debt

● Single parenthood

● Separation or relationship problems such as impending divorce,

● Children being in trouble with the police or other issues such as family, School, a sick

relative or a child leaving home

● Moving

● A Death in the Family

● A child or infertility

● A serious illness or terminal

● Impending retirement

● Problems with receiving child care.

In most cases, these people are in search of a favorable response to their problems and

employer organizations now offer a range of support In addition to counseling for employees

credit counseling services, such as.

2.4] Categorizing the causes of stress

Stress at work is easier to understand if a distinction is made between Cause and effect.

Generally, in all cases where some form of stress at work causes Response, and increase the level

of a person of awakening, is a factor of stress.

Flow Chart2.1: Model of Work Related Stress

Table 2.2 Classification of stress

Type 1 Stressors that can be changed or eliminated with minimum effort, such as hunger,

thirst, inadequate lighting or ventilation, exce

group and badly fitting personal protective equipment.

2.4] Categorizing the causes of stress

Stress at work is easier to understand if a distinction is made between Cause and effect.

Generally, in all cases where some form of stress at work causes Response, and increase the level

of awakening, is a factor of stress.

Flow Chart2.1: Model of Work Related Stress

Table 2.2 Classification of stress

Stressors that can be changed or eliminated with minimum effort, such as hunger,

thirst, inadequate lighting or ventilation, excessive noise, members of a work

group and badly fitting personal protective equipment.

Stress at work is easier to understand if a distinction is made between Cause and effect.

Generally, in all cases where some form of stress at work causes Response, and increase the level

Stressors that can be changed or eliminated with minimum effort, such as hunger,

ssive noise, members of a work

Type 2 Stressors that are difficult to change or eliminate, such as poor working

relationships, financial problems, certain illnesses and conditions, inconsiderate

managers and clients, technical difficulties with machinery and equipment and

difficulties in separating work from home activities.

Type 3 Stressors that are impossible to change, such as incurable illness, physical

disabilities, death.

Source: Stress at Work Management and Prevention- Jeremy Stranks

Flow Chart 2.2: Primary Intervention StrategyFlow Chart 2.2: Primary Intervention Strategy

Flow Chart 2.2:

Flow Chart 2.2: Primary Intervention Strategy

Flow Chart 2.4: Tertiary Intervention Strategy

Source: Jordan et al(2003)/HSE

2.5] The main sources of work stress

Effects and cumulative effect of a person to get close to their tolerance for optimum

performance level are. Excessive intake of stress takes a person beyond what Tolerance levels

peak, leading to some form of stress response. Sources of stress vary greatly from one person to

another. However, a number the most common sources of stress can be considered. The

Flow Chart 2.4: Tertiary Intervention Strategy

Source: Jordan et al(2003)/HSE

2.5] The main sources of work stress

Effects and cumulative effect of a person to get close to their tolerance for optimum

are. Excessive intake of stress takes a person beyond what Tolerance levels

peak, leading to some form of stress response. Sources of stress vary greatly from one person to

another. However, a number the most common sources of stress can be considered. The

Effects and cumulative effect of a person to get close to their tolerance for optimum

are. Excessive intake of stress takes a person beyond what Tolerance levels

peak, leading to some form of stress response. Sources of stress vary greatly from one person to

another. However, a number the most common sources of stress can be considered. These are:

● Task factor at work: beyond the person's mental capacity, Overload bored

● Interpersonal Factors: Daily contact with the violence and oppression.

● Role ambiguity: the person has no clear idea of what is expected of them (See Chapter

3)

● Role Conflict: conflicting demands made by different people on an individual basis.

● Little or no Recognition for a job well done.

● Individual risk: The real threats to the safety of any person, fear of redundancy or

dismissal.

● Environmental factors: noise, excessively high or low temperatures, inadequate

Lighting and ventilation, inadequate workspace dirty work.

2.6] Recognizing stress in the workplace

Employees whose manager must identify the tension between what is the evidence?

Observable behavioral symptoms include drug and alcohol increase the input

2.7] Stress within the organization

Cooper and Marshall (1978) in a study of the sources of stress management the ride with

the person who is the manager of the "organizational scope" identified Limits and, in fact, trying

to cope with the stress created contradictory External (family) demand and internal requirements

(organization).Personality traits of the individual manager's response, tolerance can be affected

by Opacity, the ability to cope with change, some motivators and Established practice. Within

the organization, a number of stress May be present. These include those associated with:

2.7.1] Work

● Too much or too little work

● poor physical working conditions

● Lack of time

● decisions, etc.

2.7.2] Role in the organization

●Role conflict and role ambiguity

● Responsibility for people

● Participation in decision-making, etc.

2.7.3] Career Development

● Overpromotion or underpromotion

● Lack of job security

● thwarted ambition

2.7.4] Organizational structure and climate

● Lack of effective consultation

● Restrictions on behavior

● Office politics, etc.

2.7.5] Relationships within the organization

● Poor relationship with the boss

● Colleagues and subordinates

● Responsibilities difficulty delegating.

2.7.6] Sources of Workplace Stress

The work includes internal factors, individual Organization, career development, work

relationships and roles Organizational structure and climate.

2.7.7] Personal Qualities

Regarding all people are different factors such as Anxiety and Neurosis and their

tolerance for ambiguity. Some People can post "typical" behavior. Effect of fetching interface A

source of stress, family, partners, characterized by problems in Sometimes, trying to balance

career and crises of life.

2.7.8] Professional symptoms of ill health

Sources of stress on the person; Do your homework and behavior, as well as individual

circumstances Smoking and excessive consumption can lead to job dissatisfaction and ambition.

This, and the pain of depression and heart can lead to health problems Questions. Symptoms

include the organization caused by stress at work High staff turnover, industrial relations

difficulties and high absenteeism.

2.7.8] Professional symptoms of ill health

Sources of stress on the person; Do your homework and behavior, as well as individual

circumstances Smoking and excessive consumption can lead to job dissatisfaction and ambition.

This, and the pain of depression and heart can lead to health problems Questions. Symptoms

include the organization caused by stress at work High staff turnover, industrial relations

difficulties and high absenteeism.

Flow Chart 2.5: The Causes of Stress

Sources of stress on the person; Do your homework and behavior, as well as individual

circumstances Smoking and excessive consumption can lead to job dissatisfaction and ambition.

This, and the pain of depression and heart can lead to health problems Questions. Symptoms

include the organization caused by stress at work High staff turnover, industrial relations

Source:

Cooper and

Marshall,1978)

2.7.9] Diseases

Coronary heart disease and mental consequences of people can be Health problems

(psychiatric injury). In terms of organization, manpower well in stressful situations may occur

Spasmodic or prolonged by a collective dissatisfaction and poor long- View. Stress can also

often be a contributing factor in some cases, Major accidents. Obviously, the sources of stress at

work must be resolved by the organization before Symptoms.

2.8] Work stress may affect an organization in the following manner

• May decrease commitment to work.

• May enhance absenteeism.

• May increase staff turn-over?

• May increase dangerous working practice.

• Can increasing complaints from clients and customers.

• Unfavorably affect staff recruitment.

• Damaging the organization image both among its workers and externally (Leka,2003)

During the past three decade, the military and paramilitary forces have under gone

tremendous and striking changes in their policies and strategies due to changing face and modus

operandi of security threat, and terrorism. Similarly the corporate and civil sector has also

changed phenomenally due to globalization and liberalization, unavoidable increase competition

in all walks of life, such as getting a job, downsizing due to recession, introduction of new

technologies, etc. due to these changes, the employees in the civil and corporate sectors are also

experiencing and suffering a high level of stress. The advent of technological revolution in all

walks of life coupled with globalization, privatization policies has drastically changed traditional

pattern in all sectors including the military and security field services of our countries. The civil

sectors are no exemption. We all know and aware of the 1990s radical policy change with

concerning to monetary deficit and structural changes in India so as to prepare her to endure with

the new economic world order. Globalization and privatization led policies compelled the civil

sector to reform and adjust to have a competitive edge to deal with multinationals led

environment. With the advent of technological changes, especially with widespread use of

advance technology of computers in all the sectors has changed the work patterns of the civil

employees and has made it unavoidable to slim down the work force. Even though, a lot of

studies and research have been conducted on the psychosocial side of the new policy regime in

all most all sectors, there are only a few studies, as far as the military field services is

concerned, while the same along with other paramilitary services has been drastically influenced

by the new policies and modus operandi. Keeping in mind the above situation, the present study

is undertaken to address specific problems of civil and military employees related to

occupational stress comparison. This throws light in to the pathogenesis of various challenges

related to professional stress among civil and military field services personnel. The study will be

handy towards drawing further new and better policies on the related fields and act as a

secondary data for future and further research.

The term “Workplace Stress” has appeared in research journals and press in India only

sincepast two decades. There is no generally acceptable definition about this term. However,

some attempts were made to describe the term workplace stress. The term stress at work place

has been rarely defined clearly understood and there is no single definition of the term. It means

different things to different people. Indeed, almost anything anyone can think of, pleasant or

unpleasant, has been described as a source of stress, such as getting married, being made

redundant, getting older, getting a job, too much or too little work, solitary confinement or

exposure to excessive noise.

A stress free good quality of life and workplace may be that activity of work place hat

may be intended to improve upon quality of work and without disregarding the quality and

dignity of employees per se. An organization may find it easier to make its growth and survival if

it pays attention to the needs of its employees equally. Many of organization has learned it over a

period very thoroughly how to manage simultaneously both the growth and development of their

organization with neglecting the heath and well of their staff and employees. The same trend is

being followed by many such stock holders, manager of company’s builders and the like. Such

arrangements works in favor of both symbiosis for the unions and men.

Melhuish Executive Health

2.9] Organizational culture and change

All organizations have developed in a period that includes a set of cultures Time.

Accepted standards of behavior within the organization they are associated with and, in many

Table: 2.4 Effects of stress

2.9] Organizational culture and change

All organizations have developed in a period that includes a set of cultures Time.

Accepted standards of behavior within the organization they are associated with and, in many

Table: 2.4 Effects of stress on bodily functions

Source:

All organizations have developed in a period that includes a set of cultures Time.

Accepted standards of behavior within the organization they are associated with and, in many

cases, directors and senior management are set. Enough The concept of the importance attached

by many organizations to define, promote For example about the right to culture, maintain,

quality, customer service, Written communications and security. The word "culture" can be

defined in several ways:

● A time or place etiquette, taste and intellectual development of a state (Collins Gem

English Dictionary)

● laundering or mind through education and training, taste, etc. Improvement (Pocket

Oxford Dictionary).

Culture, however, is not something static. It continues to grow with the emergence of

Fresh new ideas, technologies and cultures brought by the application of the organization. For

example, the market place as a result of new legislation or amended.

2.10] Stress in the work group

Many people in an organization is a major task to make changes. These agents of change

"multi-use" covers a wide range of people, such as health, Security experts and human resource

managers, quality managers and trainers. Consultants are usually set in the organizations main

goal Begin to change. In general, changes can be made very slowly. In many cases, it is a

question Hearts and minds of employees, for example, to convert a new system To work, use a

special safety practice or adoption of the new tool. A new set of cultural norms and standards to

be applied. It is often Founded to predetermined criteria with a specific timetable; Or measure

success in different stages of change. Use by employees measurement questionnaires,

observations can be made by Regular meetings to obtain feedback from managers. This is

especially with the introduction of quality management in the case of some organizations

System, most of which are projected on a step by step. This is particularly stressful Older

employees who have a negative attitude to the process of change and to be in the In some cases,

the display hostility and cynicism. A simple example of the introduction of changes that may be

associated with the introduction Information technologies in the workplace. As the majority of

young

2.11] Shift workers and other atypical workers

Employees who are not in normal day "atypical workers are classified as" Shift workers,

including part-time workers and night workers employed. Nearly 29 percent of employees work

in shifts and 25 percent of employees Night shift work. Atypical study on the physical and

psychological effects Established that transport between factory workers and work.

● All shift workers between 60 and 80 percent for a long time suffer from sleep

disorders,

● Shift workers between five and 15 times more likely to experience mood disorders with

poor sleep quality;

● Drug and alcohol abuse are more atypical workers;

● Eighty percent complain of chronic fatigue;

2.11.1] Shift work

Person, body rhythms main objective is to ensure stable funding Constant time to collect

physical evidence. Employees must be trained to assess stressful the changes are effective and

that there is no perfect solution. However, they must adjust the way they work, to have some

control over their lives System changes and lifestyle implications. They must plan thus, the

family and the program of social interaction so that the stress the setting is low. Most adverse

health effects occur due to changes in which can accommodate the body at a rate faster than the

daily program. This can result in synchronization with low efficiency due to lack of sleep.

Are important factors to consider:-

● Sleep deprivation: changes may have long-term effects on the health of workers.

While set in the real environment is important.

● Diet: A sensible diet plan, taking into account the differences between eat and time to

help the digestive system could reduce worker digestive disorders.

● Alcohol and drugs: alcohol and drug prevention, caffeine and nicotine, Improve sleep

quality results.

● Family and friends of the family and other social events is essential to better plan often

experienced by shift workers to reduce the sense of isolation.

2.11.2] Part-time working

Part-time work usually means at least 30 hours in a work week. Very People need to

work part time to supplement their income or to start providing a basic income. Single-parent

families, young mothers with the increasing number of Children find it necessary to work part-

time to survive financially. For some groups, part-time work means balancing the needs of

families with need to generate additional income. It can be stressful, especially when you can

strictly create difficulties with certain changes or need childcare arrangements Care for elderly

parents or relatives.

2.11.3] Night work

Night work, physical effects, psychological and medical subjects were numerous studies.

It is generally accepted that, although the effects of night vary greatly in the work, the worker's

age, depending on the economic situation and Family obligations, work regular night mainly

causes abnormal fatigue and in many ways affect the health of workers, men and women are

responsible.

International Labour Organization (ILO), the study Fatigue, sleep disorders and the fact

that results of work of night workers "Disabling Night" and "Disabling day” reactivation of the

state in a state of sleep. This causes a discrepancy between the two stages circadian biological

rhythms the activation and deactivation of the body and the activity of the artificial rhythm of

work and rest. Severe sleepiness and fatigue experienced by night workers normally causes

Reduced alertness and therefore increases the risk of accidents. In rare cases, Perhaps the reason

for the "paralysis of night, an unusual phenomenon observed between air Traffic controllers and

night nurses, lack of sleep makes a person Is a response to stimuli generally unable to answer.

Night work has been shown to be linked to digestive disorders such as gastrointestinal disorders

and, in particular, ulcers and nervous disorders, which may the passage of an improper diet,

excessive consumption of coffee and excessive during the night and during the day the smoke

from the use of sleeping pills. Other studies suggest an increased risk of cardiovascular disease,

which indicate particular shift workers and night workers assigned to dietary.

2.11.4] Home working

Working at home, in the workplace, as opposed to a defined number of staff increased

significantly in recent years. This light is likely to be largely employment of an employee the

right to introduce a flexible work schedule Act 2002. In this case, employers are required to pay

serious attention to the application qualified staff flexible working (including homework), which

children under 6 or disabled children under 18 years are the parents. Where an application is

rejected on the employer to demonstrate that the business should be able to due to avoid

prosecution. While working from home may seem an attractive proposition for many people, it is

colleagues that entails a reduction in social interaction with family, are able to organize

commitments to provide a suitable working environment and self motivated mature and self-

disciplined. Risk created by this form of social isolation should be taken into account before is

willing to work at home. To counter this, there must be a high level of communication office and

home workers with a regular routine of agreement between with immediate direction or

permanent or workplace meetings each worker's home. Other factors relevant to the work at

home, in terms of health and safety. For example, it should be kept in mind. This may require a

risk assessment is carried out by employers, especially when the home-worker use of machinery,

electricity can be Equipment, hazardous materials, equipment, or screen, for example, a room

attic or are used to having.

2.12] The home–work interface

The demands of work and home environment, a happy balance between those obtained is,

for many people, be difficult in the last decade. Introduction e-mails, mobile phones and other

forms of communication has increased People are now able to work in his family life is divorce.

Balance between work and home. Professor Cary Cooper, UMIST, stress from work home, by

the interface can be translated as:

● Divided Loyalties: employees are often called upon to make decisions in the His loyalty to

family demands, as opposed to those arising of work.

● Work with the demands of family conflicts: especially in the case of overtime, workers

resulting to spend more time at work instead of being with their as a family and participate in

family activities and food together.

● Infiltration problems outside of work: due to excessive working hours, employees including

those of an economic nature or life crisis.

2.13] Reducing stress at organizational level

A number of treatments are available for groups of atypical work processes. These include:

● Consultation prior to the introduction of teamwork

● Recognition by management that may be stressful for some workers and shift work

groups of workers and to help them adapt to the needs of this type of work

● Health monitored regularly to identify any deterioration or changes in health stage

● Identification of potentially stressful lifestyle changes, training as may be necessary

● To reduce shift workers and better communication between management feelings of

isolation.

Professor Cooper split organizational strategies for managing workplace stress in three

groups in order of importance. They are:

1. Primary: The first strategy or organizational stress risk assessment audit. It environmental

stress to remove or modify them to reduce the negative effects Impact on individuals. Structural

measures may consist in:

● Work Redesign

● Cultural Change

● Encouraging participative management

● Flexible working

● Work–life balance policies

● Organizational restructuring and

● Improved organizational communications.

2. Secondary: Secondary training in stress management and strategies for health promotion.

This awareness, focus on increasing resilience and coping skills the person through.

● Symptoms of teaching stress management stress and training which can then be

recognized

● Lifestyle information and health promotion activities

● Vocational training, more generally, for example. Time management, presentation

skills and

● A. Reward-oriented management style

3. Tertiary: 3 tip workplace strategy and employee assistance programs. It is concerned with the

treatment and rehabilitation of persons in distress, the Board of the sample and return to work

policies. According to Cooper, strategies for coping with stress at work can be summarized as

follows:

• More work should be fun.

• Employees are human beings who need to praise. Culture fault to find a price that

must be replaced.

• Work-life balance.

• Flexible work options.

2.14] Violence, bullying and harassment at work

2.14.1] Psychological and physical violence at work

Some organizations are characterized by a culture of aggressive management the

majority of employees are stressful. Such a culture can lead to bullying and harassment;

indeed, psychological violence. In some cases, employees may suffer both Physical

violence, in the case of physical violence and verbal abuse, managers and other

Employees, customers and members of the public. Can lead to severe physical violence

and injuries. What people do not realize, however, that psychological violence over a

period of time can cause severe injuries to health.

2.14.2] Workplace Violence

To End a potential threat to a quirk of personality, where do you start? To answer

this question, we first examine how we define the problem of violence in the workplace is

required. In general, people think of workplace violence or physical attack entirely in

terms of homicides not related to or oath against a colleague abusive, threatening,

intimidating, whether physical conduct or verbal aggression. Shaking the fist throwing

objects such behavior, the assets of the company, eliminating threats written or verbal,

can be seen as an insult, patronizing language, hitting, shoving, pushing, hitting, etc.

When a broader definition of workplace violence is considered in the context of risk

factors clear and meaningful have been easier to manage. We examine the threats and

strategies.

2.14.3] Dealing with the public

The HSE publication Violence at work: A Guide for Employers defines work-

related violence as ‘any occurrence in which an individual is ill treated or abused,

endangered or physically assaulted in any of the circumstances in connection with their

work. In general and the most general types are Verbal abuse, bullying or threats are the

most common type of incident, whereas physical assaults are relatively rare. Especially

those people who deal directly with the common public may behave in a more

aggressive, horse or violent manner some time they are threatened to their life and

attacked too. Similarly those employees whose job requires them to work in public may

be dangerous and hence stressful for them and are subject to some risk of violence, in

particular:

● Those giving a service, such as working behind bars or counters

● People in caring occupations, such as nursing

● Teachers and others involved in education

● People involved in cash transactions, such as bank employees and those transferring

cash, such as security guards

● Deliverers and collectors of goods to shops and other premises

● Staff involved in controlling members of the public, such as crowd attendants at

football matches, railway platform staff and ticket inspectors and

● Those representing authority, for example, police officers and enforcement officers.

2.14.4] Bullying and harassment

Many managers would perceive the problem of bullying and harassment of their

employees as primarily an industrial relations issue and, as such, should be dealt with

through an employer’s internal grievance and disciplinary procedures long before the

problem becomes a risk to the health of those employees.

Levels of bullying vary significantly. Bullying is the common denominator of

harassment, discrimination, prejudice, abuse, conflict and violence. It could be said that

some people are ‘serial bullies’, whether they be managers or employees, and simply do

not recognize this fact. Employees must be in a position to report this form of behavior

confidentially to their employer with a view to seeking preventive action. Stress caused

by bullying can produce a number of symptoms in the victims.(Source: the Effects of

Bullying).

● Principal symptoms: there are many symptoms such as excess Stress, excess anxiety,

or even sleeplessness, may be fatigue, and including chronic fatigue syndrome (see later)

and trauma.

● Physical symptoms: other common symptoms are Aches and pains, with no clear

cause, such severe back ache, pains in the chest accompanied by angina, these are

further aggravated by other bodily discomfort for example: excess high blood pressure,

severe headaches along with migraines, profusely sweating, heart throbbing and

palpitations, trembling and hormonal problems,

etc.(http://www.dignityatwork.webs.com).

● Psychological symptoms: physiological symptoms that may occur are Panic attacks,

thoughts of suicide, stress breakdown, absentmindedness, insolvent or occasionally

performance of poor memory, or concentration, also with flashbacks and replay,

extreme guilt, doubt, confusion and bafflement, insecurity, desperation, etc.(source

www.paper due.com/details).

● Behavioral symptoms: Tearfulness, bad temper, fuming outbursts accompanied with

possessiveness (the knowledge and experience takes over a person’s life), hyper

vigilance, hypersensitivity to any remark made, sullenness, mood swings, withdrawal,

indecision, loss of humor, etc. (http://www.dignityatwork.webs.com).

● Effects on personality: Shattered confidence on one self and self-worth, low sense of

self, loss of self-esteem and self-love.

Other symptom and bad experiences include sleep turmoil, mood disarray, change in

eating habits and disorder; other disorders are anxiety disorder, panic disorder and skin

disorder. What is important is that the traumatizing effect of bullying results in the

individual not being able to understand and express clearly what and why is happening to

him and who is responsible for such occurrences. The target of bullying may be so

traumatized that he is unable to articulate his experiences for almost a year or more time

after the event. This often causes frustration and prevents both disciplinary action and any

subsequent legal action in respect of alleged post-traumatic stress disorder (PTSD).

Bullying commonly results in feelings of horror, disgrace, discomfiture and guilt which

may be contributed to and encouraged by the bully in order to prevent his target raising

the issue with management. In addition, work colleagues may often remove their help

and support and afterwards join hand in with the bullying, these increases the manifold

the stress level and consequently causes psychiatric injury. In addition, our body

response quickly to the symptoms of bullying approaching and the brain immediately

activates the stress response while we are going for work, but flight or fights are both

inappropriate. In cases of repeated and continued bullying, the stress response prepares

our body to respond to such action physically, but is of little avail in most cases.

Management, therefore, have a duty to do something about this problem. The starting

point is a policy on bullying and harassment at work which is brought to the attention of

all employees. Managers should know what motivates the bully and take disciplinary

action. Those suffering bullying would benefit from assertiveness training to defend

themselves against unwarranted verbal and physical harassment.

2.14.5] Specific aspects of work-related violence

The evidence shows that exposure to violence in the workplace is a key factor work-

related stress. It may work in some areas of special functions situations.

2.14.6] Fatigue

Subject to intimidation at work, people usually suffer from fatigue. This is due to

flight of the body or mechanism control is activated for long periods, for example: On

Sunday the first to start work on Monday morning through the evening, Saturday

morning, when there is a chance to get some relief. Mechanism of flight or fight basically

a quick response and intermittent. However, exceptionally active for a long time, it can

cause mental body, reserves physical and emotional drain. Through the body suffers

damage high levels of gluco-corticoids for a long time, which are toxic to brain cells and

highly strength and endurance, fatigue, lack of energy reserves, resulting in loss muscle

atrophy.

2.14.7] Chronic fatigue syndrome

People who are subject to bullying and harassment often suffer similar symptoms

chronic fatigue syndrome. (This is sometimes called myalgic encephalomyelitis (ME),

chronic fatigue syndrome, immune (SFC) and the lack of post viral fatigue Syndrome).

This syndrome is characterized by:

● Heavy fatigue

● Joint and muscle pain

● spasmodic bursts of energy followed by fatigue and joint and muscle pain

2.14.8] Psychiatric injury

Psychiatric symptoms described above ultimately lead to injury, but not mental disease.

In fact, it is at this stage can make the difference between psychiatry injury and mental

illness. Despite superficial similarities, there are clear differences between mental illness

and psychiatric injury. These include:

● Mental illness inherent (internal) is considered, whereas psychiatric injury is

due to external factors such as bullying and harassment.

● Wounds heal or get better.

● A person who suffers from a mental illness that can display a range of

symptoms usually mental illness such as schizophrenia, delusions and associated

paranoia, but not those associated with psychiatric injury.

● Psychiatric injury victim, on the other hand, generally reflecting a range

obsession, hyper vigilance, irritability, fatigue, symptoms of hypersensitivity,

including and insomnia, often associated with psychiatric injury but mental

illness.

2.14.9] Suicide

Many people who suffer from bullying is a common symptom. For example, they

are using violence or the use of a private lawsuit reluctant to resolve the conflict. They

internalize anger rather than express it out, have a tendency to in many cases, leads to

depression. Where bullying continues over a long period at the time, many years, says

internalized anger builds up to the point where victim may be:

● Beginning to show signs of stress that causes internal pressure stay out of the

body (which happens in all cases), or

● Focuses on anger and hurt themselves, through the use of drugs and / or

alcohol, or attempts, or actually commit suicide, or

● In rare cases, the "second" and seem to mimic the patterns of behavior of the

bully.

2.15] Violence management

The effective management of violence should take place in a series of stages.

2.15.1] Identifying the problem

What happens to work at all levels of management must be aware of which they

are responsible. They may feel that violence is a problem or not events are unusual.

However, it is important to have a strategy to deal with all violence and the following

measures must be taken: Discussions with line managers and safety representatives

should take place on an informal basis. Employees may be reluctant to discuss the issue,

and then use a low firstly, and other employees, on the other hand, customers and

members of the public. It is important that the results of the investigation are brought to

their attention, it reflects problem identified by their employer. As part of the initial

training and thereafter at regular intervals, employees must be his manager is advised to

report all violent incidents. These incidents of violent behavior, including verbal abuse

and threats must be a specific form that allows the employee to give an account of the

registered special event, the location of people involved in this incident and no adverse

Physical symptoms injury, fear, anxiety and stress, such as results

Insomnia. Violence regularly employer must be able to analyze working conditions and

identify where there is a risk of violent behavior and in many cases those responsible. It

is particularly appropriate where Employees are involved in customer service, as

authorized establishments, shops and offices, a ban on the customer's premises and / or

may require a formal complaint to the police.

2.15.2] Risk assessment

The risk assessment process should take the following form:

1. The individuals who are at risk is important to identify. This could include the public,

as a counter or through face-to-face deal directly with please contact or visit your campus

employees as customers, realtors.

2. It may be possible to measure the risk of violence on the basis of the nature of on a

range of issues. Specifically, some employees for their work is the same as collecting

money from anyone involved in local, may be particularly are at risk.

3. To assess the risk of violence, it is necessary to consider the existing security

arrangements. Views of the staff concerned should be sought the existing precautions are

adequate or whether more than protection is required. This can improve security in the

form of additional training Environment, for example, in some areas, upgrading lighting

levels, physical Changes in security measures or actions performed.

4. Some employees benefit from assertiveness to be able to confront them adverse

situations more effectively. All employees who deal with the public should to recognize

the warning signs of aggression and measures to avoid or learn to deal with it. Those with

a history of aggressive behavior should be informed about the customer.

5. Public waiting areas, in particular, well lit and should be placed in comfortable

temperature.

6. It established a number of security measures may be necessary to consider, CCTV

systems, personal alarms, such as some coded locks doors and deep counters.

7. Resulting from an increased risk of physical violence may for example, a robbery, or

employees can work out basis; once these tasks especially by the different functions may

be modified business, to ensure that people who are with the transfer of money in a bank

base, for people working late at night and disposal to provide transportation home as far

as possible, the status of lone workers.

8. An account of the significant findings of the assessment should be maintained.

2.15.3] Action

The first step is the preparation of the statement of policy on workplace stress. It a

declaration of intent by the organization should include measures to eliminate or stress is

reduced as much as possible, and implement a system of organization Political and

individual responsibilities at all levels of the organization in this regard. The common

practice is included as an appendix to this statement organization of health and safety

policy statement. The risk assessment should identify preventive and protective measures

with the implementation of these measures on a progressive basis.

2.15.4] Job satisfaction

Job satisfaction is employee reactions toward their work experiences (Berry,

1997), emotional state or reactions toward the job (Gruneberg, 1979, Landy & Conte,

2004), how positive people feel about their jobs, aspects of their jobs (Spector, 1997) and

work situations (Wood, Wood & Boyd, 2007). Satisfaction on the job reflects important

employee attitude towards their job (Spector, 1997), indicating what makes a job

enjoyable and a satisfying working environment (Smither, 1994). Thus, job satisfaction is

often considered to be an indicator of employee emotional well-being or psychological

health leading to indicate behavior that could effect organizational functioning. Job

satisfaction is often considered to be the most interesting variable in industrial and

organizational psychology research (Smither, 1994). Facet in job satisfaction. The Facet

approach is one theoretical approach to studying job satisfaction. This approach

specifically focuses on specific factors that are related to a job that finally could

contribute to overall job satisfaction (Smither, 1994) and is also capable to capture a

more complete job satisfaction depiction (Spector, 1997). Generally, job satisfaction is

divided into intrinsic and extrinsic facets. Intrinsic factors or content factors are related to

the nature of the job itself whereas extrinsic factors or context factors relate to other

aspects of the job (Gruneberg, 1979). Many researchers have explored these facets to be

relating to different working environments and nature of work. Fairbrother and Warn

(2003) found that teamwork and a supportive work environment on board ships may

influence job satisfaction among naval officers. According to Spector (1997;2008), facets

that have been frequently studied include pay, promotion opportunities, fringe benefits,

supervision, co-workers, job conditions, nature of the work, communication and security.

According to Davey, Obst and Sheehan (2001), low job satisfaction was a result of

inconsistent promotional opportunity and lack of organizational support including

recognition from supervisors and peers. Predictors of job satisfaction studied in the

military work context have included leadership, challenging job conditions and low levels

of conflict (Alpass, et al., 1997). Job pressures, positive life changes, feeling life as whole

and sources of biggest problems in life (Sanchez, et al., 2004), supportive work climate

on board ship, teamwork and absence of feeling about disruption in personal life

(Fairbrother & Warn, 2003) have also been researched. In additional, military troops have

reported low job satisfaction in industrial relations, feedback, rate of pay, skill variety,

organizational management, autonomy, promotion chances and supervisors (Blair &

Phillips, 1983; Alpass, et al., 1997) when compared to their civilian counterparts.

Herzberg’s Two-Factor Theory. Herzberg’s Two-Factor Theory comprises two factors

namely hygiene factors and motivational factors. Hygiene factors include salary,

interpersonal relations with superiors, subordinates and peers, organization policies and

administration, supervision, status, job security, working conditions, and personal life.

Whereas motivation factors include achievement, recognition for achievement,

advancement, responsibility, works itself and possibility of growth (Herzberg, 1968).

This theory suggests that the presence of motivation factors can potentially create great

motivation and greater job satisfaction while in the absence of motivators, dissatisfaction

often does not occur. Also, the absence of hygiene factors will create great dissatisfaction

and the presence of hygiene factors does not provoke high levels of job satisfaction.

2.15.5] Occupational Stress

Stress can be defined as body response to physical and mental demands or “An

interaction between environmental forces and events called stress precipitators, which

appear threatening to the person’s reaction to the threat” (Rogers, Li & Shani, 1987,

p.190). Occupational stress is anything regarding the working environment or nature of

work itself that causes individual perceived stress (Rohany, 2003). Whereas, Leka,

Griffiths and Cox (2004, p.3) refers to occupational stress as “the response people may

have when presented with work demands and pressures that are not matched to their

knowledge and abilities and which challenge their ability to cope”.

Norman B Anderson defines Stress is often defined as a threat, real or implied, to

homeostasis, and homeostasis refers to the maintenance of a narrow range of vital

physiological parameters necessary for survival, Encyclopedia of Health & Behavior- P.

41. In a research conducted by Kleiner and Ornelas (2003), in their study they tried to

find out how sress is caused due to efforts that we take to balance our family

requirements in our daily life. (P.6). there are ample types of tress that may arise from a

work place. Accordingly they pointed out that whenever they demand of the job exceeds

the individual capability stress may occur.

There exists various kinds of stress which may arise from different situation in work

place.

(2007), “there are ample types of tress that may arise from a work place.

Accordingly they pointed out that whenever they demand of the job exceeds the

individual capability stress may occur.

" (p. 279). Sometimes people have ongoing stresses over a number of years which means

they develop the habit of being anxious. Lesley Maunder and Lorna Cameron (Revised

March 2006). Human endurance to stressors and and a wide range of environments is not

very uncommon. According to René Dubos (a microbiologist noted for his study of

human responses to the total environment), “adaptability is found throughout life and is

perhaps the one attribute that distinguishes most clearly the world of life from the world

of inanimate matter.” P126 Ch-7 Stress and Adaptation Lazarus R.S., Folkman S.

(1984). Stress, appraisal, and coping. New York: Springer. M. Sara Rosenthal in her

(50Ways to Prevent an d Manage Stress P.10-2002) says about how to reduce our e

stress For most people, E-mail, voice mail, cellular phones, fax machines, pagers, and the

host of technology that is part of our lives have only lengthened our workdays and given

us less time to ourselves. The greater access to communication that technology provides

makes our “To Do” lists much longer.

2.16] Summary

The causes of stress are many and varied. No two people respond to the same

stressor in the same way. In the workplace, a host of factors may contribute to employee

stress.