This paper will explore the causes and effects of stress on individuals in the work environment. It will specifically examine role overload as a major source of stress at both work and home. Role Underload, Role Conflict, and Role Ambiguity will also be briefly discussed for comparison. The paper will provide examples of stress in the workplace to demonstrate the wide-ranging impact of stress in occupational settings. Additionally, it will present examples of Electromyography (EMG) as a biological method for diagnosing occupational and personal stress cases, distinguishing them from soft muscle tissue diseases. Lastly, the paper will delve into interventions such as stress management programs and explore the benefits these programs can bring to organizations.
Stress can be defined in different ways. One definition, provided by an unidentified author, describes it as “the confusion created when one’s mind overrides the body’s basic desire to choke the hell out of someone who so desperately deserves it.” This simplified definition is particularly relevant in today’s fast-paced business world. Another definition, used in engineering during the 18th and 19th centuries according to R. Kahn (1992), characterizes stress as “a force or pressure exerted upon a material object or person.” Quick, Horn, and Quick (1987) define stress as a naturally occurring experience that is crucial for our growth, change, and development both at work and at home. The impact of stress on our health and well-being can either be harmful or beneficial depending on how it is managed. To experience stress, there must be a stressor—either a physical or physiological stimulus that triggers the stress response.
Various physical stressors such as noise, heat, dust, mist, fumes, and poor lighting can be present in a manufacturing environment. Psychological stress can also arise from conflicts with managers or unattainable deadlines. These stressors can worsen if personal issues from home are brought into the workplace. Furthermore, stress can occur in daily situations across different environments.
The Life Crisis Units (LCU) scale is utilized to evaluate an individual’s susceptibility to social stress factors based on natural stressors in their life. This scale classifies stressors as follows: Death (100 LCU), Separations or divorce (50 LCU), Arguments with important people (25 LCU). Do these stressors seem familiar? Many of them cannot be avoided, such as death and taxes (unless you happen to be Leona Helmsly; even then, the IRS will eventually discover you).
Various factors can contribute to work-related stress, including the fear of losing one’s job, inadequate supervision, unclear goals, rotating shifts, and struggling with technological advancements. The rapid progress of technology has been overwhelming for individuals who are less familiar with computers, especially older employees. Failing to adapt to workplace technology can result in missed opportunities for career growth. These stressors often intertwine and trigger one another, creating a chain reaction effect. According to W. Hendrix (1987), the accumulation of these stressors leads not only to job-related stress but also social stress.
According to the Person/Environment Fit Model (Kahn 1964-1979-1992), some individuals may be more susceptible to stress than others. For example, individuals who experience “Role Overload” (Kahn 1979-1992) may find it difficult to finish their daily workload, leading to compromised work quality. These people are more likely to experience work-related stress compared to those with more balanced and predictable workloads. Furthermore, Role Overload, as explained by Jackson and Maskach (1982), can potentially create another stress factor called “Role Conflict”.
According to Samuel Bachrach (1991), role conflict, as cited by Kahn (1964), is when there are simultaneous pressures in the workplace that make it difficult to comply with one set of expectations while complying with another. Role conflict can arise when a person receives conflicting instructions from two individuals or when the instructions deviate from accepted practices, leading to the need for additional time to complete both projects. This can occur in organizations where there is a power struggle and neither individual wants to relinquish control, resulting in subordinates who must try to satisfy both individuals. This type of situation is often found in organizations that utilize a matrix reporting structure.
Kahn (1979-1992) provides a definition of “Role Underload” as the ongoing underutilization of intelligence, knowledge, or manual skills. This situation arises when an individual’s job does not offer enough mental or physical challenges. Consequently, individuals have excess time to dwell on personal issues they may be facing. Additionally, it can contribute to the development of low self-esteem and ultimately result in a negative mental state.
When it comes to stress, both experiencing excessive challenges and inadequate challenges can result in feelings of stress. Effectively managing stress involves finding a balance in the sources of stress. According to Kahn (1979), “role ambiguity” refers to uncertainty or lack of information about the expectations and requirements of a specific role. Role ambiguity may occur when there is a mismatch between an individual’s intellectual skills and knowledge, such as when a technically skilled engineer is assigned to work as a production supervisor in an assembly operation for career advancement.
Instead of dealing with design enhancements and process improvements, he is now dealing with production deadlines and Union Representatives. Engineering classes don’t typically prepare you for these types of scenarios. In the engineering field, individuals are typically comfortable within their own environment and capable of handling day-to-day happenings. However, in the constantly changing world of production supervision, they may find themselves at odds with their environment. This situation can be characterized as a conflicting Person-Environment interface. The National Institute on Workers Compensation and the American Institute of Stress (1988) have identified ten occupations in List 1.0 where role conflict can lead to stress. These jobs are particularly stressful due to the numerous tasks that individuals have to perform, the inherent dangers or pressures involved, or the lack of control over the environment.
10 Tough Jobs:
Inter-city High School Teacher
Police Officer
Miner
Air Traffic Controller
Medical Intern
Stock Broker
Journalist
Customer Service/Complaint Department
Waitress/Waiter
Secretary
List 1.0: Which brings me to my next point, the impact on an organization by individuals who may be suffering from stress within the work environment.
Products of Occupational Stress: There is an old saying, which probably originated from the HR movement of Cow Sociology; “A happy worker is a productive worker”. An employee who is suffering from stress on the job is neither happy nor productive. In a study done by Hendrix (1987), employees who were suffering from occupationally related stressors were more prone to illness. In this study it was found that “Type A” or perfectionist like managers were more prone to contract coronary heart disease, such as high blood pressure and increased heart rate.
While there are different classifications of Type A individuals, research has indicated that they generally have a higher susceptibility to heart attacks or strokes. Stress-related symptoms encompass headaches, heartburn, backaches, and overall fatigue. The National Institute on Workers Compensation and the American Institute of Stress have identified 10 common indicators of stress. These signs span from physiological and biological responses to physiological reactions and include intestinal distress, rapid pulse, frequent illness, insomnia, irritability, nail biting, lack of concentration, increased use of alcohol and drugs, as well as a craving for sweets. Moreover, emotional exhaustion or burnout can lead to increased absenteeism and decreased morale.
According to R. Golembiewski (1991), the symptoms of the ailment may not be easily noticeable to coworkers but can have a negative impact on a person’s mental health. These symptoms include insomnia, increased use of drugs and alcohol, as well as issues in their marital and family life.
The impact of stress cases on organizations has been significant, resulting in billions of dollars in costs for the industry. Some experts estimate that stress-related ailments alone contribute up to $150 billion annually. This cost includes decreased productivity, absenteeism, and medical expenses.
In 1984, injuries associated with stress reportedly accounted for part of the $33 billion linked to injuries in the industry, according to L. Murphy (1986) and the National Safety Council. These injuries can occur due to either unsafe acts or unsafe conditions.
According to a study conducted by Heinrich (1931), it was determined that 10% of industrial accidents resulted from unsafe conditions. This implies that the remaining 90% can be categorized as unsafe acts. Previously, employees engaging in unsafe behaviors were considered negligent or accident-prone. However, a study by Hersey (1936) revealed that out of over 400 examined cases, 50% occurred when employees were emotionally distressed. This emotional distress may have been triggered by various factors such as shift work or machine-paced piece work. The highest measurable financial impact of work-related stress cases comes in the form of Workman Compensation costs. In 1992, Occupational Hazards reported that a Florida District Court of Appeal granted benefits in a case where a man, who had previously suffered a severe back injury at work, attempted suicide due to depression. Despite the previous settlement for the back injury claim, the family later filed for stress benefits caused by depression and anxiety.
The court approved benefits based on the stress defense. The stress problem in the United States is significant. In 1988, stress claims accounted for 14% of all occupational diseases filed, which is three times higher than the figure in 1980 and continues to increase (Newsweek). Recent interviews with approximately 600 American workers revealed that 33% seriously contemplated quitting their jobs due to job stress and anticipated burnout in the near future. Among those interviewed, job stress was considered the most significant source of stress in their lives.
NCCI documented multiple cases involving stress claims that resulted in significant settlements. In the case of Hearsh vs Hughes Aircraft, the employee received a lump sum settlement of $20,000 after experiencing a minor nervous breakdown and losing their job. Similarly, in 1986, a manager of a furniture rental store received an out-of-court settlement of $50,000 after enduring stress caused by a hostile supervisor. These examples highlight the increasing prevalence of stress claims and the substantial financial burden they impose on industries, leading to expenses in court costs, lost wages, and medical benefits.
According to this paper, there has been a rise in stress-related problems in the industry. This emphasizes the necessity of taking proactive measures to prevent mental health decline caused by stress. In a survey conducted by J. Fielding (1989), it was discovered that over half of companies with 750 or more employees currently possess stress management programs. Furthermore, an overwhelming majority of 87% have also incorporated health and fitness programs. These statistics underscore companies’ dedication to enhancing their employees’ mental well-being and physical fitness.
The Employee Assistance Program (EAP) at my workplace was established in the late 1970’s through a joint effort between the company and the union. However, over time, it became apparent that this program had become stagnant and its effectiveness was questioned. It was evident that a reactive approach would not be sufficient for our large workforce in Nebraska, which consists of approximately 1800 employees.
In 1989, with an increase in medical staff, the company decided to adopt a more proactive strategy by introducing on-site aerobics and karate classes free of charge for employees. These programs gained popularity and led the Medical Manager to expand the health and lifestyle improvement program further. As a starting point, they organized free on-site health screenings conducted by an external professional company to identify our specific workforce needs.
A total of 752 employees participated in the screening, which encompassed a lifestyle questionnaire, blood pressure check, cholesterol check, and flexibility test. The findings from the survey unveiled some enlightening facts. It was revealed that 24.5% of the employees experienced hypertension while on the job, and 34% of the survey group was overweight by 20%. For those employees with hypertension, regular blood pressure monitoring is conducted on-site. Additionally, to promote a calmer work environment, a 240-gallon aquarium has been placed in the main cafeteria area. Recognizing the stress-relieving benefits of physical activity, a Nature Trail measuring 8/10 of a mile was established in 1993. The trail encompasses the facility and features tasteful landscaping with fruit, hardwood, and evergreen trees. In response to its popularity, a 4/10 of a mile spur was recently added to the trail.
This section was developed into the woods on the perimeter of the property and provides employees with a “back to nature feeling.” In 1994, the management team, consisting of 51 individuals, participated in a stress management class and were surveyed using the Stress Audit provided by Biobehavioral Associates. The survey was similar to the Holmes & Rahe scale but had more detailed questions about current health. This audit serves as another tool for managers to achieve a healthier, more relaxed state of mind and reduce stress levels. Dealing with occupational and social stress is challenging for everyone in today’s fast-paced society. Some people view occupational stress as necessary to stay competitive in a demanding business or manufacturing environment.
Burnout is likely to occur when an individual faces a sufficient number of stressors. People who experience stress at work or in their personal lives are prone to physical and psychological ailments. While social stress and occupational stress can mutually influence each other, there is no definitive research that has examined the combined effects of both environments. It is clear that stress is an inevitable aspect of life. However, by employing techniques to reduce stress and adopting a healthy lifestyle, we can effectively manage and minimize its impact. Hence, we can slightly modify the well-known saying to state, “The only certainties in life are death, stress, and taxes.”
Bibliography
References
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