Some ways to deal with on-the-job stress

Last week I discussed stress in the workplace and included characterizes that affect the frequency of stress-related illness and burnout among employees and the amount of turnover in the organization.

This week I will discuss some of the findings on stress reducers in the workplace. Findings in a Northwestern National Life Insurance Co. 1991 study pertain to stress reducers.

Traditional stress-management programs placed 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 shows that the key to keeping stress levels low is to increase communication and participation. The following stress reducers are helpful:

• Management takes significant action to reduce stress.
• Management has formal employee communications programs.
• Management and employees talk openly with each other.
• Employees are free to talk with one another.
• Mental health benefits are provided.
• Employees have current and clear job descriptions.
• Work rules are published and are the same for everyone.
• Employees can work flexible hours.
• Employees and management are trained in how to resolve conflicts.
• Employees receive training when assigned new tasks.
• Management encourages work and personal support groups.
• 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 situation can assist themselves:

• They can become effective managers of their time, learn to pace themselves and avoid unnecessary interruptions when a rhythm is established in their performance.
• If they are unhappy and feel that unreasonable demands are being made, they can speak out and not be a passive victim.
• Learn relaxation techniques and practice thinking patterns that avoid the irrational and illogical “should’s and ought’s.”
• 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 situation. If the stress is intolerable and the situation cannot be changed, then the employee may consider changing jobs to avoid the development of physical or emotional problems.

Copyright c 1994 Harold H. LeCrone, Jr., Ph.D.