Stress and Its Implications on Productivity

by Caron Webster BSc. MSc.

 

Stress and its management have been an area of concern and interest for a wide cross-section of groups and individuals, including self-help gurus, academics and even government agencies.

 

In the beginning, the study of stress was done primarily within medicine and psychology, where the focus was centred on observing the resilience of persons under pressure. Dr. Hans Selye, was one of the pioneer researchers in this area as he attempted (in 1946) to give scientific explanations to the process of stress-related illness (Cartwright & Cooper 1997).

Although Dr. Selye’s research specifically focused on the effects of stress on individual health and well-being, other researchers in Human Resource Management, Strategy and Operations also began conducting independent research on this elusive syndrome, particularly as it began to be seen as a contributor to declines in organizational productivity. It was soon realised that although stress is experienced on an individual level, its impact can have repercussions that resonate within the workplace leading to issues such as absenteeism, loss in productivity, litigation, impaired health and safety and even poor decision making.

In an attempt to find solutions, academics in management and other researchers became interested in conducting further research to find the best methods to manage organisational stress (e.g. Bland 1999, Cartwright & Cooper 1997).

In order to achieve this, they first needed to define what STRESS IS.

So what exactly is stress?

The word stress was derived from the Latin word ‘STRINGERE‘ that means to draw tight.

Stress has been deemed one of the most difficult terms to define and will be examined more closely in the review of the literature. For the time being, it can simply be understood as “the reaction that people have to excessive pressure” (CIPD 2001).

As research intensified, it became critical for researchers to be able to identify the major sources of stress in the workplace. The following list provides insights on their findings:

 

Six (6) Major Sources Of Stress

• Job Conditions and Specifics

Poor working conditions, continuously working shifts, extra long hours, continuous long distance traveling (air, road and sea), risk and danger, new technology, work overload and work under-load. Cartwright & Cooper (1997:14)

 

• Confusion about one’s Role within the Organisation

  

When an employee does not have a clear picture of work objectives, co-workers’ expectations and the scope and responsibility of his or her job, that individual can experience increased stress. Conflicting job demands, unclear understanding of the limits of one’s job and lack of clarity on job status (temporary, contract, permanent) can all significantly impact on the psyche of the employee and can ultimately lead to increased stress. A drive for management to clarify ambiguous issues can enable stress reduction within the workforce and an increase in productivity.

 

 

• Relationships at work

Relationships with a boss, colleagues and subordinates can affect the way one feels about one’s workday (Cartwright & Cooper (1997). A lack of support from managers and co-workers, bullying, and racial or sexual harassment can also be sources of workplace stress (HSE 2002). The provision of social support in the workplace can provide an effective buffer to stress and its impacts (O’hara 1995).

 

 

 

• Career Development.

Potential stressors throughout an individual’s working life include lack of job security, fear of job loss, obsolescence, retirement and the performance appraisal process.(Cartwright & Cooper 1997:19). Employees should be able to see the growth and development pathway(s) for their careers as they continue to work within an organisation. The absence of this may leave a feeling of stagnation and reduce commitment to the organisation.

 

 

 

• Organisational Structure and Climate or Culture

If employees feel that they do not have the opportunity to participate in organisational decision-making processes, they may not have a sense of belonging (Cartwright & Cooper 1997:20). Other cultural factors that may lead to stress include a culture of blame, poor work ethic and attitudes, lack of fairness and strict bureaucracy.

 

 

Conflict at Home

• Conflict between organisational and family demands in today’s competitive and challenging work environment can leave individuals feeling exhausted and with the feeling that there is no place of refuge.

  

Added to this, conflicts within the home can also carry-over into the work, affecting productivity. It is a must in these situations for superiors of individuals to provide initial support and understanding in these scenarios. A functioning Employee Assistance Programme may also be one of those things that can assist in this regard.

 

The above is provided not only to allow organisations and employees to be exposed to the sources of stress in the workplace, but also to promote discussions on the impact of stress on the organisation and the methods through which it can be managed.

 

In part two of this series, the impact of stress, possible organisational responses/solutions and their methods of implementation will be explored.

 

 

Ms. Caron Webster has over ten (10) years’ experience as a Human Resource Professional in both the private and public sectors, with a focus on Training and Development. She is certified in Competency – based Human Resource Management and has spent 4 years supporting organisations in using competencies to effectively attract, develop and retain talent. Ms. Webster obtained her Master of Human Resource Management degree from the Sheffield Hallam University (UK) in 2004 and a Post Graduate Diploma in Instructional Design in 2013.