Empowering employees helps work environment

Does your organization or business exhibit any of the following characteristics?

• Management does not communicate with or delegate responsibilities to the employees.

• Employees work in a routinely fast-paced environment with many poor environmental working conditions.

• Overtime is frequent and unpredictable.

• Personal conflicts are common.

• Employees express feelings of being overwhelmed and feel that their lives in the workplace are frequently out of control.

• Employees suffer from feelings of hopelessness, loss of purpose, and boredom.

• Absenteeism, work related accidents, and certain illnesses like colds and virus occur with high frequency.

The current economic downturn resulting in bankruptcies, plant closings, layoffs and job losses is producing a great deal of uncertainty and stress in the workplace at this time. Traditional, workplace stress management programs, places much of the responsibility of reducing stress on the individuals in an organization. But no matter how healthy employees are when they start out, if they work in so called “dysfunctional systems” they will experience the effects of this stress.

Many studies have shown that the key to keeping stress levels low is to increase communication and participation. The following stress reducers are often helpful:

• Management recognizes problems when they exist and make a commitment to deal with the difficulties.

• Management has formal employee communication programs.

• Management and employee talk openly with each other.

• Employees are free to talk with one another.

• Mental health benefits and Employee Assistance Programs are provided.

• Employees have current and clear job description.

• Employees and management are trained in how to resolve conflicts.

• Employees receiving training when assigned new tasks.

• Employees have a place and time to relax during the workday.

Studies have shown that in workplaces where the work is intense and highly focused, it helps to rotate employees from these situations to other less stressful and varied activities.
Proper training and discussion in advance of peak workloads keep communication lines open.

Other helps include setting weekly meetings to discuss problems as they arise, establishing incentives for putting up with added stress and time off after a stressful and intense push.

At the same time, employees who choose to work in stressful situations can assist themselves.

• They can become effective managers of their time, learn to pace themselves and avoid unnecessary interruptions.

• Learning relaxation techniques and practice thinking patterns that result in good choices and decisions.

• Develop and follow an exercise program. Exercise is a great reducer of stress and can help dissipate the “stress-chemicals,” such as adrenaline, that build up in stressful situations.

• Come to terms with the job situations. If they are unhappy and feel that unreasonable demands are being made, they can communicate their concerns to management and not be a passive victim.

Harold H. LeCrone, Jr., Ph.D. Copyright 2002