Many people in many areas of life experience stress. In the workplace, it is a costly problem. Problems at work produce more health complaints than other life stresses including financial or family problems. Studies of employees report that:

• One-fourth believes that work is the most stressful part of their life.
• Three-fourths say they have more on-the-job stress than a generation ago.

Even with increased research, confusion persists about the causes, effects, and prevention of job stress. This article summarizes current knowledge about work-related stress and steps to reduce it.

Job stress is any harmful physical or emotional response that occurs when job requirements do not match workers abilities, resources, or needs.

Job stress and job challenge are not the same thing. Challenge is important for healthy and productive work. It energizes and motivates people to learn and master new skills.

Workers who cannot meet demands become exhausted and stressed resulting in illness, injury, and job failure.

What is stressful for one person may not be for another. Causes of job related stresses are individual coping styles, and working conditions, or a combination of both.

Stress prevention tactics emphasize the individual and ways to help them cope. A relaxation technique is an example. Outside factors also influence the individual’s ability to cope. Examples include:

• Balance between work and family and personal life.
• A support network of friends and coworkers.
• A relaxed and positive outlook.

Although management has little control over outside factors, it can control working conditions. Managers can create conditions that reduce stress in many ways:

Design of Tasks. Avoid assigning heavy workload and hectic and routine tasks that have little meaning or do not take advantage of worker’s skills. Share control of the work environment by allowing rest breaks when needed rather than at assigned times. Avoid long work hours and shift work when possible.

Management Style. Allow participation in decision-making. Create good communication in the organization establish family-friendly policies.

Interpersonal Relationships. Create a positive social environment and create a supportive environment for coworkers and supervisors.

Work Roles. Create job descriptions with clear expectations. Do not allow employees more responsibility than is reasonable.

Career Concerns. Create job security and provide promotion and advancement opportunities.

Environmental Conditions. Create a safe work environment. Eliminate unpleasant or dangerous physical conditions such as noise and air pollution, or ergonomic problems.

Stress increases the rate of wear and tear to the body, increasing the risk of injury or disease. When stressed, the body’s ability to repair and defend itself becomes seriously compromised.

Early signs of job stress include

• Mood and sleep disturbances;
• Upset stomach and headache;
• Troubled relationships with family and friends.

Long term effects of stress are more difficult to identify because they develop slowly. Evidence suggests that stress influences several chronic health problems, such as cardiovascular disease, muscular and joint disorders, and psychological problems.

Researchers question the belief that stress is necessary for productivity. In fact, studies show that a healthy, stress free environment is better for productivity. Stressful conditions result in increased absenteeism, tardiness, and workers quitting their jobs. Organizations with low rates of illness, injury, and disability and are competitive in the marketplace. Characteristics of healthy environments include:

• Employee recognition for good performance,
• Opportunities for career development,
• A culture that values the worker,
• Management actions consistent with organization values

Organizational change is the best approach to job stress. Consultants can recommend ways to improve working conditions. They can identify stressful aspects of work (e.g., excessive workload, conflicting expectations) and design strategies to reduce or eliminate stresses. This deals directly with the root causes of stress. This approach usually involves change in work routines or production schedules, or changes in the organizational structure.

Organizational changes that will prevent job stress should:

• Ensure that the workload is in line with workers' capabilities and resources.
• Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
• Clearly define workers' roles and responsibilities.
• Give workers opportunities to participate in decisions and actions affecting their jobs.
• Improve communications to reduce uncertainty about career development and future employment prospects.
• Provide opportunities for social interaction among workers.
• Establish schedules that are compatible with demands and responsibilities outside the job.

Efforts to improve working conditions will eliminate stress for most workers. Some will need a combination of organizational change and stress management training to prevent stress at work. One might contact their Employee Assistance Program (EAP) to see what help is available to them.

Studies show that when workers are stress-free and happy, worker productivity increases. Creating such an atmosphere will increase employee retention, decrease absenteeism and bolster worker’s attitudes.

http://www.cdc.gov/niosh/stresswk.html, January 18, 2001

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