stress and its impact on employee job performance - group - 2(pheox)

8/3/2019 Stress and Its Impact on Employee Job Performance - Group - 2(PHEOX)

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ORGANISATIONAL BEHAVIOUR II

TERM PAPER

Stress And Its Impact on EmployeeJob Performance

SUBMITT

ED BY:-

Group 2 (Pheox)

Amal Raj Gautam (11103)Archana Reddy(11106)P. Harshitha (11118)

J. Pragnya(11120)

Nikhil Bhandari(11141)

Rajnikanth(11149)Satish Reddy(11155)

Santhosh Kumar(11167)

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STRESS MEANING AND INTRODUCTION

The word stress is defined by the Oxford Dictionary as "a state of affair involving

demand on physical or mental energy". A condition or circumstance (not alwaysadverse), which can disturb the normal physiological and psychological functioning of an

individual.

Individuals in any domain - like Businessmen, doctors, singers, actors, sportsmen,

employees working for an organization, anyone can become victims of stress. Stress is

rather quite common among people in the current competitive world.

In some domains, the stress that an individual feels may be to meet the deadlines and in

some other domains, it may be to sustain the competition and to survive in that

profession.

Talking about stress at work place, there are many reasons for stress and the most

common reason for stress at workplace are targets and deadlines at work. Some people

may take the work pressure as a driving and motivating force for their development. So

they are happy when they achieve their targets within the time limit, though under

pressure.

But beyond a limit, the pressure becomes unbearable for the person, leading to physical

and mental illness. So stress at optimum level can be considered as a booster for an

employee's development at work.

In some cases, the job demands a high pressure work from the employee. This is

acceptable by the employee's mind and body for a brief period. But if it continues for a

long time, the stress becomes chronic and it causes severe dip in the productivity and the

quality of the individual. This may lead to absenteeism, lack of interest in work, lack of

interest in personal life, anger, depression, etc.

Stress at work place need not always be because of targets and deadlines. A bad boss,

lack of flexibility in work timings, the policies of an organization which treat the

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employees merely as machines but not human beings, frequent changes in the workflow,

etc., are all reasons for stress at workplace.

"Workplace stress" is thus the harmful physical and emotional responses that can happen

when there is a conflict between job demands on the employee and the amount of control

an employee has over meeting these demands. In general, the combination of high

demands in a job and a low amount of control over the situation can lead to stress.

Let us go through some aspects of stress in detail in the following discussion.

TYPES OF STRESS

Stress is quite common among human beings. Stress management can be complicated

and confusing because there are different types of stress --acute stress, episodic acute

stress, and chronic stress -- each with its own characteristics, symptoms, duration, and

treatment approaches. These types of stress are as follows:

Acute Stress

Acute stress is the most common form of stress. It comes from demands and pressures of

the recent past and anticipated demands and pressures of the near future. Acute stress is

thrilling and exciting in small doses, but detrimental if the dose exceeds a limit. A fast

run down a challenging ski slope, for example, is exhilarating early in the day. That same

ski run late in the day is strenuous and tiresome physically and mentally. Skiing beyond

your limits can lead to falls and broken bones. By the same token, overdoing on short-

term stress can lead to psychological distress, tension, headaches, upset stomach, and

other symptoms.

Fortunately, acute stress symptoms can be easily identifiable for most of the people. It's a

laundry list of what has gone awry in their lives: the auto accident that crumpled the car

fender, the loss of an important contract, a deadline they're rushing to meet, their child's

occasional problems at school, and so on.

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Since it is short term, acute stress doesn't have enough time to do the extensive damage

associated with long-term stress. The most common symptoms are:

Emotional distress--some combination of anger or irritability, anxiety, and

depression, the three stress emotions;

Muscular problems including tension, headache, back pain, jaw pain, and the

muscular tensions that lead to pulled muscles and tendon and ligament problems;

Stomach, gut and bowel problems such as heartburn, acid stomach, flatulence,

diarrhea, constipation, and irritable bowel syndrome;

Transient over arousal leads to elevation in blood pressure, rapid heartbeat,

sweaty palms, heart palpitations, dizziness, migraine headaches, cold hands or

feet, shortness of breath, and chest pain.

Acute stress can crop up in anyone's life. However it is treatable and manageable.

Episodic Acute Stress

There are those, however, who suffer acute stress frequently, whose lives are so

disordered that they are always in chaos. They're always in a rush, but always late. If

something can go wrong, it does. They take on too much, have too many irons in the fire,

and can't organize the slew of self-inflicted demands and pressures clamoring for their

attention. They seem perpetually in the clutches of acute stress.

It is common for people with acute stress reactions to be over aroused, short-tempered,

irritable, anxious, and tense. Often, they describe themselves as having "a lot of nervous

energy." Always in a hurry, they tend to be abrupt, and sometimes their irritability comes

across as hostility. Interpersonal relationships deteriorate rapidly when others respond

with real hostility. The work becomes a very stressful place for them.

Another form of episodic acute stress comes from ceaseless worry. "Worry warts" see

disaster around every corner and pessimistically forecast catastrophe in every situation.

The world is a dangerous, unrewarding, punitive place where something awful is always

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about to happen. These "awfulizers" also tend to be over aroused and tense, but are more

anxious and depressed than angry and hostile.

The symptoms of episodic acute stress are the symptoms of extended over arousal:

persistent tension headaches, migraines, hypertension, chest pain, and heart disease.

Treating episodic acute stress requires intervention on a number of levels, generally

requiring professional help, which may take many months.

Often, lifestyle and personality issues are so ingrained and habitual with these individuals

that they see nothing wrong with the way they conduct their lives. They blame their woes

on other people and external events. Frequently, they see their lifestyle, their patterns of

interacting with others, and their ways of perceiving the world as part and parcel of who

and what they are.

Sufferers can be fiercely resistant to change. Only the promise of relief from pain and

discomfort of their symptoms can keep them in treatment and on track in their recovery

program.

Chronic Stress

This is the grinding stress that wears people away day after day, year after year.

Chronic stress destroys bodies, minds and lives. It wreaks havoc through long-term

attrition. It's the stress of poverty, of dysfunctional families, of being trapped in an

unhappy marriage or in a despised job or career. It's the stress that the never-ending

"troubles" have brought to the people of Northern Ireland, the tensions of the Middle East

have brought to the Arab and Jew, and the endless ethnic rivalries that have been brought

to the people of Eastern Europe and the former Soviet Union.

Chronic stress comes when a person never sees a way out of a miserable situation. It's the

stress of unrelenting demands and pressures for seemingly interminable periods of time.

With no hope, the individual gives up searching for solutions.

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Some chronic stresses stem from traumatic, early childhood experiences that become

internalized and remain forever painful and present. Some experiences profoundly affect

personality. A view of the world, or a belief system, is created that causes unending stress

for the individual (e.g., the world is a threatening place, people will find out you are a

pretender, you must be perfect at all times). When personality or deep-seated convictions

and beliefs must be reformulated, recovery requires active self-examination, often with

professional help.

The worst aspect of chronic stress is that people get used to it. They forget it's there.

People are immediately aware of acute stress because it is new; they ignore chronic stress

because it is old, familiar, and sometimes, almost comfortable.

Chronic stress kills through suicide, violence, heart attack, stroke, and, perhaps, even

cancer. People wear down to a final, fatal breakdown. Because physical and mental

resources are depleted through long-term attrition, the symptoms of chronic stress are

difficult to treat and may require extended medical as well as behavioral treatment and

stress management.

JOB STRESS

Job stress is a chronic disease caused by conditions in the workplace that negatively

affect an individuals performance and/or overall well-being of his or her body and mind.

One or more of a host of physical and mental illnesses manifests job stress. In some

cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually

required to validate the reason and degree of work related stress.

Symptoms of job stress

The signs of job stress vary from person to person, depending on the particular situation,

how long the individual has been subjected to the stressors, and the intensity of

the stress itself. Typical symptoms of job stress can be:

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Insomnia

Lack of concentration

Anxiety

Absenteeism

Depression

Substance abuse

Extreme anger and frustration

Family conflicts

Physical illnesses such as heart diseases, migraine, headaches, stomach problems, and

back problems.

REASONS FOR JOB STRESS

Job stress arises when demands exceed abilities, while job-related strain is a reaction or

outcomes resulting from the experience of stress. Job stress may also be caused by a

complex set of reasons. Some of the most visible causes of workplace stress are:

Job Insecurity

rganized workplaces are going through metamorphic changes under intense economic

transformations and consequent pressures. Reorganizations, takeovers, mergers,

downsizing and other changes have become major stressors for employees, as companies

try to live up to the competition to survive. These reformations have put demand on

everyone, from a CEO to a mere executive.

High Demand for Performance

Unrealistic expectations, especially in the time of corporate reorganizations, which,

sometimes, puts unhealthy and unreasonable pressures on the employee, can be a

tremendous source of stress and suffering. Increased workload, extremely

long work hours and intense pressure to perform at peak levels all the time for the same

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pay, can leave employees physically and emotionally drained. Excessive travel and too

much time away from family also contribute to an employees stress.

Technology

The expansion of technologycomputers, pagers, cell phones, fax machines and the

Internethas resulted in heightened expectations for productivity, speed and efficiency,

increasing pressure on the individual worker to constantly operate at peak performance

levels. Workers working with heavy machinery are under constant stress to remain alert.

In this case both the worker and their family members live under constant mental stress.

There is also the constant pressure to keep up with technological breakthroughs and

improvisations, forcing employees to learn new software all the times.

Workplace culture

Adjusting to the workplace culture, whether in a new company or not, can be intensely

stressful. Making oneself adapt to the various aspects of workplace culture such as

communication patterns, hierarchy, dress code if any, workspace and most importantly

working and behavioral patterns of the boss as well as the co-workers, can be a lesson of

life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues oreven with superiors. In many cases office politics or gossips can be major stress

inducers.

Personal or Family Problems

Employees going through personal or family problems tend to carry their worries and

anxieties to the workplace. When one is in a depressed mood, his unfocused attention or

lack of motivation affects his ability to carry out job responsibilities.

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Job stress and Women

Women may suffer from mental and physical harassment at workplaces, apart from the

common job stress. Sexual harassment in workplace has been a major cause of worry for

women, since long. Women may suffer from tremendous stress such as `hostile work

environment harassment`, which is defined in legal terms as `offensive or intimidating

behavior in the workplace`. This can consist of unwelcome verbal or physical conduct.

These can be a constant source of tension for women in job sectors. Also, subtle

discriminations at workplaces, family pressure and societal demands add to

these stress factors

SYMPTOMS OF STRESS

Modern life is full of hassles, deadlines, frustrations, and demands. For many people,

stress is so commonplace that it has become a way of life. Stress isnt always bad. In

small doses, it can help you perform under pressure and motivate you to do your best. But

when youre constantly running in emergency mode, your mind and body pay the price.

If you frequently find yourself feeling frazzled and overwhelmed, its time to take action

to bring your nervous system back into balance. You can protect yourself by learning

how to recognize the signs and symptoms of stress and taking steps to reduce its harmful

effects.

Stress is a normal physical response to events that make you feel threatened or upset your

balance in some way. When you sense danger whether its real or imagined the body's

defenses kick into high gear in a rapid, automatic process known as the fight-or-

flight reaction, or thestress response.

The stress response is the bodys way of protecting you. When working properly, it helps

you stay focused, energetic, and alert. In emergency situations, stress can save your life

giving you extra strength to defend yourself, for example, or spurring you to slam on

the brakes to avoid an accident.

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The stress response also helps you rise to meet challenges. Stress is what keeps you on

your toes during a presentation at work, sharpens your concentration when youre

attempting the game-winning free throw, or drives you to study for an exam when you'd

rather be watching TV.

Its important to learn how to recognize when your stress levels are out of control. The

most dangerous thing about stress is how easily it can creep up on you. You get used to it.

It starts to feels familiar, even normal. You dont notice how much its affecting you even

as it takes a heavy toll.

The signs and symptoms of stress overload can be almost anything. Stress affects the

mind, body, and behavior in many ways, and everyone experiences stress differently.

Psychologist Connie Lillas uses a driving analogy to describe the three most common

ways people respond when theyre overwhelmed by stress:

Foot on the gas An angry or agitated stress response. Youre heated, keyed up,

overly emotional, and unable to sit still.

Foot on the brake A withdrawn or depressed stress response. You shut down,

space out, and show very little energy or emotion.

Foot on both A tense and frozen stress response. You freeze under pressure

and cant do anything. You look paralyzed, but under the surface youre

extremely agitated.

The following table shows some common symptoms of stress :

Cognitive Symptoms Emotional Symptoms

Memory problems

Inability to concentrate

Poor judgment

Seeing only the negative

Anxious or racing

thoughts

Moodiness

Irritability or short temper

Agitation, inability to relax

Feeling overwhelmed

Sense of loneliness and isolation

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Constant worrying Depression or general unhappiness

Physical Symptoms Behavioral Symptoms

Aches and pains

Diarrhea or

constipation

Nausea, dizziness

Chest pain, rapid

heartbeat

Loss of sex drive

Frequent colds

Eating more or less

Sleeping too much or too little

Isolating yourself from others

Procrastinating or neglecting responsibilities

Using alcohol, cigarettes, or drugs to relax

Nervous habits (e.g. nail biting, pacing)

pain of any

kind

Heart disease

Digestive

problems

Sleep

problems

Depression

Obesity

Autoimmune

diseases

Skin

conditions,

such as

eczema

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HOW PERFORMANCE DEGRADES BECAUSE OF JOB STRESS

Job stress is a common problem across occupations and it impacts job performance.

Although most contemporary studies highlight the negative effect of stress on job

performance (distress), mild stress is known to enhance an employee's performance

(eustress). It is necessary to take a holistic picture of antecedents to job stress by

including the effects of personality, organizational factors and the work- family

interaction in the perception of job stress.

Health

Occupational stress has become a common problem throughout the industrial world. Over

the years its prevalence has increased, thus affecting the individual's mental health and

well-being. In order to understand its effect on health, it becomes important to define

'health' itself. The World Health Organization (WHO) terms health1 as a 'state of

complete physical, mental and social well-being and not merely the absence of disease or

infirmity'. In more recent years, this statement has been modified to include the ability to

lead a 'socially and economically productive life

The Effects of Stress on the Job

Research in organizational behavior has shown that an individual could suffer from

significant health complications - backaches, headaches, gastrointestinal disturbances,

anxiety and depression amongst others - if subjected to stress over a long time.

Behavioral changes in the form of excessive tobacco smoking and alcohol consumption,

nervous disorders, heart diseases, diabetes, obesity etc. are also related to stress. Job

dissatisfaction is known to lead to job stress, which in turn reduces the productivity'.

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METHODS USED BY ORGANIZATIONS TO REDUCE STRESS

AND MAXIMIZE PERFORMANCE

The primary goal of every organization is to generate surplus profits. Profit is a measure

of surplus of amount incurred over income over expense. To accomplish this goal

effectively, the management must establish an environment in which people can work

productively.

Productivity is an output-input ratio within a time period with due consideration for

quality.

It can be expressed as follows,

Productivity = outputs / inputs (within a time period, quality considered)

The formula indicates that productivity can be improved

By increasing outputs with the same inputs

By decreasing inputs, but maintaining the same outputs

By increasing outputs and decreasing inputs to change the ratio favorably

Organizations use several kinds of inputs, such as manpower, materials and capital. Peter

F. Drucker called the Management Guru quotes that The greatest opportunity for

increasing productivity is surely to be found in knowledge works itself and especially in

management. In general, productivity improvement programs are mostly aimed at the

worker level. Motivation and stress management play a vital role in productivity.

Effects of stress on performance

Stress can have various effects on the individual as well as on the organization. Clearly

not only theindividual suffers but the organization may also be affected by absenteeism,

work related accidents,turnover and impaired decision making. While stress is typically

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discussed in a negative context, it also has positive value. It offers potential gain, for

example, the superior performance that an ophthalmologist gives during a complicated

surgery. Such individuals often use stress positively to rise to the occasion and perform to

their maximum. And hence the productivity rises. From the organizations stand point,

management may not be concerned when employees experience low to moderate level of

stress. Such levels may lead to higher employee performance. But high levels of stress or

even low levels sustained over a long period of time, can lead to reduced employee

performance and thus require action by management. From the individuals standpoint

even low levels of stress are likely to be perceived as undesirable.

To Maximize Employee Productivity And Performance, Organizations

Can:

1. Give employees as much control over their jobs as possible - Research shows that

control is the biggest factor in whether people feel stressed out or invigorated when

facing a challenge. The more control people have over their work, the greater their job

satisfaction, the higher their work quality, and the lower their stress level.

Giving employees control includes giving them the power to make job-related decisions,

the flexibility to organize their work in the way they find optimal, and the authority to

find make improvements on how their job is done.

2. Communicate clearly and often about everything important - One of the greatest

sources of employee stress is -not knowing about changes taking place in the company,

not knowing their supervisor's job and performance expectations, and not knowing if they

are doing a good job. Communicating clearly in these areas not only reduces employee

stress, it also helps them to do a better job.

3. Talk with your employees about what makes your Company great, how you bring

value to your customers, and how your employees make that possible - People want to

feel part of something great, and they want to feel that they are making a significant

contribution to that greatness. When they feel this way, they not only become energized

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by challenges, they're also more able to endure difficulties without becoming burnt out.

You can put this principle into action by making sure you always deliver a high quality

product or service, by talking with employees about the value your company provides to

your customers, and explaining how they doing high quality work makes it all possible.

4. Make sure supervisors know how to bring out the best in people - Supervisors play a

huge role in employee morale, performance, and stress level. Supervisors who know how

to provide guidance, support, and encouragement minimize employee stress. Supervisors

with poor management skills or with personal problems, not only can't help employees

deal with stressful times, they themselves are a tremendous source of stress. The time and

financial resources you invest in selecting and training managers will pay huge dividends

in reducing employee stress, increasing productivity, and minimizing turnover.

5. Encourage employees to talk freely and support one another - An "all work and no

play" environment burns out people quickly. Having a workplace where co-workers can

talk without worrying about getting into trouble, is especially important in high pressure

jobs. Encouraging connections among co-workers also reduces stress, because having

social support reduces the negative effects of stressful situations. According to a large

body of scientific research, having supportive friends and family members is one of the

most important factors influencing a person's ability to handle stress and major life crises

without becoming physically or emotionally compromised.

6. Help employees design their jobs to be as rewarding as possible - Although not all jobs

are equally rewarding and fulfilling, much can be done to make even the least desirable

ones more enjoyable. The more opportunity employees have to make decisions, use their

mind, and take responsibility, the more fulfilled they will be. To make this work,

employees need to be involved in the job enrichment process. If changes are made

without their input, this will most likely backfire.

7. Improve your hiring and orientation process - Because the first few months on the job

are often the most stressful, new employees are often the most vulnerable to accidents

and injuries. For companies that have a "sink or swim" approach to new employees, these

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first few months is also a time of high turnover. The more effective your hiring, new hire

orientation, and training is, the more likely new employees will be well-suited, and

Prepared for their jobs.

8. Make sure employees have the resources and training to do their jobs well - When

people feel inadequate, when they feel ill-equipped to handle a challenge, they get

stressed out. If employees don't have the tools, technology, time, staff, or training to do

their job's well, they are going to be stressed out, and won't be able to work at their true

potential. Investing in these areas pays huge dividends both in terms of reduced stress-

related costs, and in increased productivity.

STATISTICS

The Effects of Stress on Business Employees and Programs Offered by Employers to

Manage Stress

This study was designed to determine the effects of stress on employees and to discover

methods. Sixty questionnaires were distributed to business employees in the Central

Texas area, and the response rate was 78.3%.

Findings

The findings will be presented in three sections according to the following characteristics:

Demographic Profile, Areas of Job Performance Affected by Stress and Programs

Employers Offer Employees to Manage Stress.

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Demographic Profile:

All returned responses from the sample were considered full-time employees by their

employers.

The respondents were also asked to indicate their age group; all age ranges were

represented in the results, as shown in Figure1. The breakdown consisted of 2.1% under

the age of 20, 33.7% between 20 and 29, 29.4% between the ages of 30 and 39, 26.1%

between 40 and 49, 5.4% between 50 and 59, and 3.3% were 60 and over.

Areas of Job Performance Affected by Stress

The respondents were given a list of work performance areas that might be affected by

stress and were asked to identify whether stress increased, decreased, or had no change

on their work performance. Only respondents who indicated stress negatively affected an

area were considered in these findings. Of the 15 areas listed, four areas were identified

as having a response rate of more than 50.0%. These areas were as follows: job

satisfaction/morale (73.9%), courtesy (65.2%), accuracy (52.7%), and creativity (51.6%).

Similarly, Schorr (2001) stated that a significant number of employees' creativity is

negatively affected by stress. Falling within the range of a 30.0 to 50.0% response ratewere cooperation (49.5%), organizational skills (46.3%), initiative (45.2%), productivity

(42.8%), alertness (39.4%), decision making abilities (39.1%), and perseverance (35.5%).

Harrold and Wayland (2002) established that increasing stress and anxiety are having a

negative influence on an individual's organizational efficiency and productivity. The

findings that negatively affect work performance at workplace are shown in the following

table :

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1 productivity 42.8% 6 Attention to Appearance 28% 11 Reliability 26.6%

2 Job Satisfaction/Morale 73.9% 7 Organization Skills 46.3% 12 Alertness 39.4%

3DecisionMakingAbilities39.1% 8 Courtesy 65.2% 13 Perseverance 35.5%

4 Accuracy 52.7% 9 Cooperation 49.5% 14 Tardiness 25.8%

5 Creativity 51.6% 10 Initiative 45.2% 15 Absenteeism 28.3%

Table - Programs Offered by Employers to Manage Stress

TYPE OF PROGRAM RESPONSES

Insurance 72.0%

Breaks 69.2%

Educational Assistance/ Reimbursement 51.0%

Access for Disabled 42.6%

Alternate Schedule 34.0%

Employee Assistance Programs 34.0%

Wellness programs 34.0%

Flextime 29.8%

Stress Management Seminars 29.8%

Training Programs 29.8%Piped Music 17.2%

Assigned Parking 17.0%

Employee Empowerment Programs 17.0%

Ergonomically Correct Furniture 17.0%

Financial Counseling 08.5%

On-site/ Assistance with Child Care 04.3%

Therapy 02.1%

Insurance received the highest number of responses (72.0%), whereas, therapy received

the lowest (2.1%). Playing classical music and creating a comfortable work environment

were found by Foster (2002) to be low cost stress reduction programs. Although these are

inexpensive programs to implement, a relatively small response rate was given for piped

music (17.2%) and ergonomically correct furniture (17.0%). Maurer (2002) stated that it

is necessary for companies to design programs that enable employees to assess stressful

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situations and develop a rational mode of behavior. In contrast to Maurer's research, only

17.0% of the respondents indicated that Employee Empowerment Programs are being

offered by their employer. A response rate of 34.0% in the category of wellness

programs/on-site fitness facilities was obtained. Barden (2001) reported programs that

improve an individual's physical condition are both a positive and an effective method of

managingastress.

The 2000 annual "Attitudes In The American Workplace VI" Gallup Poll sponsored

by the Marlin Company found that:

80% of workers feel stress on the job, nearly half say they need help in learning

how to manage stress and 42% say their coworkers need such help; 14% of respondents had felt like striking a coworker in the past year, but didn't;

25% have felt like screaming or shouting because of job stress, 10% are

concerned about an individual at work they fear could become violent;

9% are aware of an assault or violent act in their workplace and 18% had

experienced some sort of threat or verbal intimidation in the past year

A subsequent 2000 Integra Survey similarly reported that:

65% of workers said that workplace stress had caused difficulties and more than

10 percent described these as having major effects;

10% said they work in an atmosphere where physical violence has occurred

because of job stress and in this group, 42% report that yelling and other verbal

abuse is common;

29% had yelled at co-workers because of workplace stress, 14% said they work

where machinery or equipment has been damaged because of workplace rage and

2% admitted that they had actually personally struck someone;

19% or almost one in five respondents had quit a previous position because of job

stress and nearly one in four have been driven to tears because of workplace

stress;

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62% routinely find that they end the day with work-related neck pain, 44%

reported stressed-out eyes, 38% complained of hurting hands and 34% reported

difficulty in sleeping because they were too stressed-out;

12% had called in sick because of job stress;

Over half said they often spend 12-hour days on work related duties and an equal number

frequently skip lunch because of the stress of job demands.

In 1992 United Nations Report labeled job stress "The 20th Century Disease" and a few

years later the World Health Organization said it had become a "World Wide Epidemic."

A 1998 study reported that rapid changes in the workforce had resulted in a staggering

unemployment rate of 10% in the European Union and higher rates of job stress

complaints. Japan had a similar problem as a result of a major and prolonged recession. A

subsequent European Commission survey found that:

More than half of the 147 million workers in the European Union complained of

having to work at a very high speed and under tight deadlines;

Approximately half reported having monotonous or short, repetitive tasks and no

opportunity to rotate tasks.

Occupational pressures are believed responsible for:

30% of workers suffering from back pain;

28% complaining of stress;

20% feeling fatigued;

13% with headaches.

STEPS THAT CAN BE TAKEN BY ORGANIZATIONS TO REDUCE

JOB STRESS

Some of the measures organizations can take include:

Right job - Right man

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Clearly communicating organizational and technological changes, helping the employees

in using technology efficiently, effectively and pacing their implementation.

Increasing Levels of Social Support:

Facilitating a supportive environment - some job stress studies have shown that low

levels of social support in the workplace are associated with a number of ills.

Changes that Provide for Job Security and Career Development:

Reducing uncertainty about career development and future employment prospects. Some

workplaces now offer career planning resources to their employees.

Clearly defining workers roles and responsibilities and providing them with

opportunities to participate in decisions that affect their jobs.

Strategies to Improve Personal Coping Mechanisms:

Implementing a workplace wellness program to enhance workers personal coping

strategies. Time management, assertiveness training, and courses on meditation and

relaxation are some of the stress management techniques that could be provided are

1. Improving the diet of employees

2. Encouraging the employees to exercise.

3. Training in deep muscle relaxation techniques.

4. Training in effective cognitive strategies.

5. Training in Substance Abuse Awareness.

6. Organize discussion groups on healthy stress reducers

7. Transition time.

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8. Leaving stress at the front door - training on family dynamics and

9. Parenting skills.

STEPS THAT EMPLOYEES CAN TAKE TO PROTECT THEMSELVES FROM

JOB STRESS

Let us consider some steps which can be taken by the employees to handle stress.

Support network A strong network of supportive friends and family members

is an enormous buffer against lifes stressors. On the flip side, the more lonely and

isolated you are, the greater your vulnerability to stress.

Sense of control If you have confidence in yourself and your ability to

influence events and persevere through challenges, its easier to take stress in

stride. People who are vulnerable to stress tend to feel like things are out of their

control.

Attitude and outlook Stress-hardy people have an optimistic attitude. They

tend to embrace challenges, have a strong sense of humor, accept that change is a

part of life, and believe in a higher power or purpose.

Ability to deal with your emotions Youre extremely vulnerable to stress ifyou dont know how to calm and soothe yourself when youre feeling sad, angry,

or afraid. The ability to bring your emotions into balance helps you bounce back

from adversity.

Knowledge and preparation The more you know about a stressful situation,

including how long it will last and what to expect, the easier it is to cope. For

example, if you go into surgery with a realistic picture of what to expect post-op,

a painful recovery will be less traumatic than if you were expecting to bounce

back immediately

CONCLUSION

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Having considered the nature, reasons, impact of stress and the measures that can be

taken to handle or avoid stress, it becomes imperative that the employers should monitor

the stress levels on the employees and should device methods to provide a pleasant and

healthy work environment where people love to come to office and work happily.

Finally, positive attitude of the employees is the most important thing in our entire

discussion. The employees need to believe that they can come out of any stressful

situation by focusing on the solution and proper planning and management demanded by

the situation. Keeping this attitude in mind, if the employees start working on the

solution, they can overcome any level of stress and take the stress as a challenge and

achieve the organizational and their personal goals.

BIBLIOGRAPHY :

Employee-testing.com

Lifepositive.com

Stress.org

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Ciit-isb.academia.edu

Humannatureatwork.com

Article-the effect of stress on business employees and programs offered by

employers to manage stress by SOUTHWEST TEXAS STATE UNIVERSITY

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stress and its impact on employee job performance - group - 2(pheox)

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