The workplace in many organizations has become a stress-filled environment as employees face burdens such as tight work deadlines, lack of job satisfaction, long working hours and also the pressure to perform better than others. According to Grawitch, Gottschalk, " Munz (2006), workplace stress not only affects the well-being of employees, but it also has the potential of directly impacting on the performance of an organization. Workplace related stress can be linked to high employee absenteeism and reduced organizational productivity. The well-being of stressed employees is also jeopardized as a stressful workplace increases the health risks for the workers which eventually translates to increased operational costs, and reduced productivity. Employees who are exposed to stressing conditions over an extended period with no coping mechanism could suffer from many physical and mental problems. Physical health problems caused by stress include; acid reflux, irritable bowel syndrome, cardiovascular diseases and so on. Psychological health problems caused by stress include; insomnia, anxiety depression and so on. Workplace stress affects the well-being of employees leading to increased absenteeism and low morale at work, which in turn reduces company productivity. Therefore, it is advisable for firm managers to prioritize the well-being of employees as it also increases the profitability of an organization (Grawitch, Gottschalk, " Munz, 2006).
Causes of Workplace Stress
Individual-Related Stress
Employees in every organization are different, and they all differ in their risk of experiencing stress and also their coping mechanism in stressful situations. Individuals get stresses due to inadequate material resources such as money and even psychological resources such as high self-esteem at work. Employees who face domestic pressures such as mortgage, school fees, and other childcare responsibilities cannot be productive at work (Grawitch, Gottschalk, " Munz, 2006).
Work-Related Stress
The globalization of firms, technological advancements, and international competition have both positive and negative impacts on the pace and nature of work in many organizations. Many companies undergo changes that lead to the restructuring, cultural transformation or leadership changes. The transformation of firms can have a negative impact such as the feeling of uncertainty among employees who are not sure about their job security. The downsizing, layoffs, and bankruptcy of some companies have cost a lot of workers their jobs while others have been forced to take up jobs not suited for their skill set. Employees who report to harsh supervisors and those facing the possibility of a demotion or job termination work with anxiety that affects their productivity and the overall success of the given firm. Workplace stress is eventually transferred to the homes of workers. Employees who work away from home, those who work for long hours and those who take their work home have no time for family responsibilities and leisure. Employees who do not get the time to unwind at home after a long day do not break the vicious cycle of transferring workplace stress to their homes; these drains the workers of any motivation to excel at work (Grawitch, Gottschalk, " Munz, 2006).
Management of Workplace Stress
Developing Employee Growth Initiatives
The aim of employee growth and development programs is to give workers a chance to increase their knowledge and skills at work. Employees can be motivated at work by the opportunity to learn and gain additional skills, education, and experiences; this, in turn, benefits the firm at the workers will have acquired new skills and also the desire to succeed at work. According to Grawitch, Gottschalk, " Munz (2006), training of employees and also offering internal career opportunities is a predictor of organizational effectiveness and job satisfaction. Employee growth and development programs have positive corporate benefits that can only be realized if organizations give their workers the opportunity to learn at work and also apply the acquired information to promote the productivity of the firm.
Employee Recognition
Brun " Dugas (2008), state that there is a relationship between the recognition of workers and the effectiveness of an organization, employee job satisfaction, and the reduction of workplace stress. Employee recognition programs ensure that the work of company workers is appreciated through the provision of monetary and non-monetary rewards for outstanding employees.
Involvement of Employees in Decision Making
The aim of involving employees in the decision-making process in an organization is to ensure that the needs of the workers are addressed. Involvement of employees in the company’s decision-making process leads to job autonomy, employee empowerment work teams that are self-managed. According to Grawitch, Ledford, Ballard, " Barber (2009), employee involvement is related to the well-being of employees regarding job satisfaction and increased employee morale and also less absenteeism and increased work quality
Conclusion
Successful management and prevention of workplace stress vary in every organization as the whole process depends on the culture of a firm. Organizational leaders should consider stress as a useful source of information that can be used to guide the course of action and not as a form of employee weakness. An organization that cultivates and encourages a culture of openness and understanding among the employees, rather than one based on blame and negative criticism is bound to improve the productivity of the firm while considering the welfare of the workers (Brun " Dugas, 2008).
References
Brun, J., " Dugas, N. (2008). An analysis of employee recognition: Perspectives on human resources practices. The International Journal of Human Resource Management, 19(4), 716-730. doi:10.1080/09585190801953723
Grawitch, M. J., Gottschalk, M., " Munz, D. C. (2006). The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, 58(3), 129-147. doi:10.1037/1065-9293.58.3.129
Grawitch, M. J., Ledford, G. E., Ballard, D. W., " Barber, L. K. (2009). Leading the healthy workforce: The integral role of employee involvement. Consulting Psychology Journal: Practice and Research, 61(2), 122-135. doi:10.1037/a0015288
