Scopes

Company perception towards mental

stress
Impact of stress
Stress definition
Stress model
Mental Health Management

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 Workers worry at work
Jobs competition Meeting sales target
Globilization
meeting
Org.rationalization
Looking after aging parents
Terrorism
Redundancy threat
Annual appraisal
New technology
Out sourcing
Demand for productivity

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Company perception toward
mental stress
We dont have stress here

Stress in inevitable in our business. If you cant

cope with it youre not up to the job
If you cant stand the heat,get out of the kitchen

Its not our fault. People bring their own

problems to work we cant do anything

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 Facts
1. Stress hurts individuals
2. Stress harms companies
3. Stress costs money
4. Stress associated with heart attack,
gastritis etc.

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Some facts about job stress
25% employees claimed that their job is the greatest
source of stress in their lives (Fletcher, 1991).

ILO has estimated that job stress costs employers >

$200 billion/year (Greenberg, 1999)

34% of 600 employees seriously thought about

quitting their jobs due to job stress (Northwestern
National Life Insurance Company, 1991).
HSE(UK)-fastest growing cause of absence from work

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 Impact of Job Stress
Work pressure is associated with increased
fatigue and burnout (Phoon, 1999).

Job strain is associated with coronary heart

disease and hypertension (Karasek et al., 1998)

In Japan, karoshi or sudden death due to

overwork is an important occupational disease
(Shimomitsu, 1999).
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What is STRESS ?

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 What is stress ?
An excess of demands on individual beyond
their capability to cope- HSE definition
Stress means both the pressure on a
person and the way they respond to it.

A mismatch between perceived demand

and perceived ability to cope

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Stress and pressure
Positive pressure is progress
.healthy and stimulating
.stimulate to work for excellence
.the features of many successful co.

Negative stress is distress

.monotonous
.boredom-burnout
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 Life stressors

ENVIROMENTAL . conflicting job demands

.temperature . incompetent supervisor
. humidity
. lighting,ventilation SOCIAL
. Vibration . Family life
. airborne contaminant . Marital relationships
. dust fume . bereavement
. Rempit,snatch
OCCUPATIONAL
. Too much or too little work
. Underpromotion or over promotion

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 LAZARUSS MODEL
Yes, I can
S PRIMARY
cope
APPRAISAL
T SECONDARY Minimum
(evaluate/analyse)
APPRAISAL Stress
R Is the event
(action plan)

E beneficial, Can I cope

threatening,
S harmful or
with the
stress?
S challenging?
What are the Sorry, I cant
O Emotions
generated by
alternatives? cope

R
A lot of
the appraisal
Stress
The transactional stress model
Short-term Long-term
stress stress
Stressors Primary
reactions reactions
appraisal
at work
physiological physiological
Secondary
appraisal psychological psychological

behavioral behavioral

Alternatives

Internal resources External resources

problem oriented coping strategies * Control (decision lassitude)
emotion oriented coping strategies * Social support
occupational skills
social skills
 The Demand Control Model
(Karasek, 1979)
Job
control Learning
Motivation
High Relax Active

Control

Low Passive Strain

Risk of
Illness
Low High
Job Demands
 HUMAN PERFORMANCE CURVE

Level of Peak of human

human Performance
performanCe and health
and health Tiredness/less
effective
Exhaustion/not
effective
Illness

Death
Stress/ Stimulation stress/
Boredom overstimulation

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Stress Reactions and Self-
Care
Stressor Stress Reaction Disease
painful
notice
control

SELF-CARE
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Who is likely to become
stressed ?
Anyone can be susceptible
Type A personality- Mr.Perfect
People who work with public
Women looking after children
Manual workers virtually immobilised on a
production line

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Stressors at work
S - Support
T - Task
R - Role
E - Environment
S - Shift work
S Security and change
O - Organization
R Rules and regulations
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 ORGANIZATIONAL STRESSORS
1.The job 3. Career development
.Too much or too little .over or under promotion
.poor physical work cond .lack of job security
.time pressures .thwarted ambition
.decision-making 4. Org.culture & climate
2. Role in org .lack of effective consultation
.conflict or ambiguity .restriction on behaviour
.responsible for people .office politics
.no part.in decision mkg. 5. Relation with org.
.poor relation with boss
.colleagues and sarbodinate
.difficult in delegating resp.
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THE HOME WORK INTERFACE
Balancing between work demands and home demands
becoming difficult nowadays.

Stress arising from work-home interface can result in:

. Divided loyalties- (cant have both)
. Conflict of work with family demands
. Intrusion of problems outside work
- cant pay attention to urgent mattters of his interest

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 Individual
Role in org
Personality
Tolerance for ambiguity Org.interface with
Career dev Ability to cope with change outside
Motivation Comp. vs.fam.demand
Org.str. And Behavioal patternr Comp.vs.own interest
climate
Relation with org

Intrinsic to job

Cooper ,Marshall source of org.stress

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 Stress reactions
Stress
reaction Short term Long term
Increased heart rate, Psychosomatic
Physiological blood pressure, complaints
adrenaline level,
cholesterol level Hypertension, gastritis

Psychological Fatigue, exhaustion, Depression, anxiety,

tension, frustration, job dissatisfaction,
anger, irritation burnout

Fluctuation of
Behavioural
achievement Increased consumption
Reduced concentration - nicotine, alcohol, pills,
Increase error absenteeism, turnover
Effects of stress on organizations
and performance
Poor working relationship
Low morale
Reduced quality
Low productivity
High absenteeism and lateness
High accident rate
High illness rate
High labour turnover
High numbers of requests for early
retirement

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Mental Health Management

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General principles for
tackling mental health at work
1. Treat the cause and minimize symptom
2. Accept that work stress is a problem for
the organizational not the individuals
3. Tackle taboo
4. Involve everyone
5. Be realistic, dont try to do too much at
once

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Intervention stress strategies
Organizational Individual
Stressor have to Stressor is still
be identified present
Actions Actions - e.g. in-
- e.g. job rotation, house counselling,
review management relaxation
style technique

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Strategies for coping with organizational stress
for the management

.empower individual to take control and change

.provide timely and accurate communication
.training in communication
.use transformational leadership to promote flexibility
creativity and vision
.Job related activity-clearify roles,responsibility,establish
support team,improve person-job fit,job enrichment
.Stress management
.Employee assistance programme (EAP)

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Action for the management
.Improve the physical work environment
.analyse job org. and redesign if necessary
.Clarify job roles
.Ovehaul org.calture
.Review mgmt.style and practices
.Encourage participation and control in all work area
.Assess coodination and communication system
.Encourage development of good personal,
professional and industrial relation
.Value and give recognition to employees
.Make adequate prep. for planned change

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AN ACTION PLAN
5 steps towards an action plan
Set up an action group
Assess the current situation
- collect evidence
- identify the cause
- examine current practices
Formulate policy
Implement the policy
Monitor and evaluate the policy

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 Four Level of Care in the
Worksite
Self-care
Workers by themselves

Line-care
Managers and Supervisors

Professional care
In-house Occupational health staff

Outside-care
Outside resources
Self Care and Care by
Managers
Self care (employee) Care by managers
To recognize To improve working

his/her own stress conditions

Self management To give advice to

of stress each employee

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Behavioral Check Points
on Employees Mental Health

Absence without prior notification

Absence or being late on Mondays
Frequent absence due to cold
or poor digestion
Clearly recognizable careless
mistakes on work

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The AAAbcs of stress management
(individual approach)

Alter it
Avoid it
Accept it
- building our resistance or
- changing our perception

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 Individual coping strategies

. Monitoring stress symptoms (stress diary)

. Use of problem focused and emotional focused

Problem focused- learning style to acquire ability to control
outcome.
Emotional focused- change feeling,attitute,perception

. Marshalling resources and attacking stressors

-Internal source: social skills mastery, assertive training,
problem solving,internal locus of control
-External source & social support:family,friend,manager

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.
Individual coping strategies..cont
. Tolerating stressors
- cognitive behavioural techniques

. Lowering arousal
- healthy life style, biofeedback, relaxation, praying,
meditation

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Relaxation

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 CONCLUSION

Causes of stress is multi-factorial

Stress affect everybody
Impact is beyond the individual scope
Stress is preventable
Everybody in organization plays a role in
stress management
Organizational stress management is a
preferred intervention programme

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