Stress is a condition that arises when an individual’s resources are inadequate to deal with the responsibilities and pressures of the situation, and it can jeopardize goal achievement for both people and organizations. Situations that are unplanned, unmanageable, unclear, imprecise, or strange or involve dispute, damage, or performance standards are prone to cause stress (Michie, 2002). Time-sensitive events like pressure or work deadlines can lead to stress at the workplace, as can recurring issues like family obligations, employment uncertainty, or long commutes. Stress in the workplace can also be brought on by unclear tasks, competing roles, limits, and the need to take care of others.
Stress at work is brought on by impolite, demanding, unsupportive managers or bullying their workforce. Workplace stress is caused by judgmental, demanding, unsupportive, or bullying managers, as well as by a workplace culture that encourages overtime hours or presenteeism (Michie, 2002). When there are many expectations on the job and little room for decision-making, there is a greater probability of workplace stress and health concerns arising.
Both individual and organizational techniques are used in interventions to lessen the health risk associated with workplace stress. Individual approaches can be counseling, therapeutic, work-related, or one-on-one psychology services. They should aim to improve the person’s capabilities and resources while also assisting them in changing their situation. The efficiency of stress management strategies that focus on altering the individual without altering the sources of stress is limited, and they may even be counterproductive by concealing the root cause of the stress (Michie, 2002).
Therefore, rather than helping individuals cope with and accept a stressful circumstance, the primary objective of the individual approach should be to assist people in gaining the skills and confidence to alter their predicament. Organizational solutions to manage stress in the workplace can range from structural, like changing staffing levels or reconfiguring work schedules, to psychological, like social support or influence over one’s workload (Michie, 2002). The organization’s culture will dictate how well stress can be managed and prevented overall. Stress shouldn’t be viewed as a sign of personal weakness but as helpful information to direct action. Reducing workplace stress requires a culture of openness and understanding rather than blame and criticism.
Reference
Michie, S. (2002). Causes and management of stress at work. Occupational and Environmental Medicine, 59(1), 67–72. Web.