Occupational Stress

Introduction
The present world is fast changing and there are lots of pressure and demands at work. These pressures at work lead to physical disorders. Stress refers to individuals reaction to a disturbing factor in the environment. It is an adaptive response to certain external factor or situation or what can be called environmental stimuli as reflected in an opportunity, constraint, or demand the outcome of which is uncertain but important. Stress is not caused by any single variable, but results from the complex interactions between large systems of interrelated variables. It is useful to distinguish stressful job conditions or stressors from an individual s reactions or strains. Strains can be mental, physical or emotional. !ccupational stress can occur when there is a discrepancy between the demands of the environment"workplace and an individuals ability to carry out and complete these demands. !ften a stressor can lead the body to have a physiological reaction that can strain a person physically as well as mentally. # variety of factors contribute to workplace stress such as excessive workload, isolation, extensive hours worked, toxic work environments, lack of autonomy, difficult relationships among coworkers and management, management bullying, harassment and lack of opportunities or motivation to advancement in ones skill level. !ccupational stress is one of the major health ha$ards of the modern workplace. It accounts for much of the physical illness, substance abuse, and family problems experienced by millions of blue and white%collar workers. #lso, occupational stress and stressful working conditions have been linked to low productivity, absenteeism, and increased rates of accidents on and off the job. &ork is a central part of human life. It is the expression of the basic need to accomplish, to create, to feel satisfaction, and to feel meaningful. 'ewarding work is an important and positive part of our lives. (owever, when work denies people an opportunity to utili$e their creativity, intelligence, and decision%making ability, it causes stress.

The traditional response of management has been to )blame the victim,) defining stress as an individual or )personal) problem that workers bring from home to work. In contrast to this approach that blames people for their inability to fit into an inhumane work environment, it is important to analy$e the structure of job re*uirements and social relationships at work as the primary sources of stress. &ith the introduction of new technologies, many jobs have become more fragmented and job tasks have been narrowed, leaving workers more disconnected from the final product. This process of )deskilling) has created increased levels of boredom, making work less challenging and less satisfying for many workers. !ffices are becoming factories with rows of workers connected to computers that are capable of monitoring every key punched. The knowledge that every minute of one s working day is being recorded has intensified the pressure of the job, which, in turn, has led to an increased rate of heart disease among office and clerical workers. !ccupational or job stress may be defined as a )mechanism whereby the human body attempts to adapt to the environment.) The body has a normal mechanism for dealing with stressful situations that is known as the )fight or flight) response. #s soon as the brain senses danger, it sends messages +electrical, chemical, hormonal, that stimulate the extra energy needed to fight the danger or run away from it. The stress cycle always includes the danger stimulus, the removal of the danger, and a state of relaxation. The )fight or flight) response is extremely functional when we confront short%term specific dangers. &hen the danger or challenge is removed or has been dealt with, the body returns to a state of e*uilibrium. -any of the sources of stress at work have a different character%%they are more subtle, more pervasive, and come from a variety of factors. &hether it s increased workload, eyestrain from staring into computers, unpredictable disciplinary action by a supervisor, or never being complimented about the *uality of work we produce, these all cause the )fight or flight) response to be triggered. Since we have )gotten used) to working in stressful environments, however, we may be unaware of the body s reaction. .et even if we are not conscious of it, the demands

of being in a constant /on%alert0 state take its toll on our physical health and emotional well%being. &hen the cause of the stress can be identified, is of short duration, and can be responded to by a specific set of positive actions that eliminate the cause, this is a healthy stress reaction. (owever, when the source of the stress is not identifiable, becomes excessive, repeated, prolonged, or continuous, it becomes )distress) and creates unhealthy physiological and psychological reactions. To understand why exposure to stress, especially prolonged stress, can cause ill health, it is helpful to know what changes take place in the body during the )fight or flight) response. The heart starts beating faster in order to get more blood to the muscles, adrenaline and other hormones are released to provide more energy, additional stomach acids are secreted, and respiration increases. #ll these changes are intended to prepare the body for action. &hen these bodily processes are constantly functioning, however, our bodies are working overtime. 1nder these circumstances, the entire system is weakened and the weakest spots are the first to show signs of strain. If this burden continues over long periods of time without ade*uate chances for relaxation, the entire body may start to break down.

Job controls and Job demands

There are a number of working conditions that we encounter on a daily basis which contribute to making work stressful. These working conditions are called )stressors) and consist of those things which have a negative effect on a worker s physical or emotional well%being. In addition these working conditions or stressors are associated with two job characteristics2 job control and demand. 3ob control determines how much or how little control a worker has over her"his job. It can be defined in terms of one s ability to make decisions about how work is done and the ability to use a range of skills on the job. 3ob demand determines how much or how little production or productivity pressures there are on the worker and the *uality of the physical work environment.

4xamples of job control stressors include2 5ack of control over your work, 5ack of recognition for work done, 3ob insecurity, 6ear of layoffs, (arassment, 5ack of respect from supervisors, 'acism, Sexism, #ge discrimination, Inade*uate pay, Isolation from fellow employees either physically or psychologically, and 5ack of promotion opportunities. 4xamples of job demand stressors include2 7ontracting out work, 6ragmentation"job declassification, 8oor ventilation and heating, 8oor lighting, 6orced overtime, Shift%work, Speed%ups, 7onflicting job demands, 8hysical danger, 6ear of accident or even death on the job, 8oor computer workstation design, -onitoring, 5ack of training, and 1nnecessary paperwork

Major reasons for stress at workplace

Overload This is the extent to which individuals feel that the demands of their workload and the associated time pressures are a source of pressure, for example2

unrealistic deadlines and expectations, often as a result of super achievement by the most talented technology overload unmanageable workloads under recruitment of staff for work already timetabled

Control The experience of pressure is strongly linked to perceptions of control. 5ack of influence and consultation in the way in which work is organi$ed and performed can be a potential source of pressure, for example2

lack of control over aspects of the job lack of involvement in decision making account not taken of staff ideas"suggestions about the job

lack of influence over performance targets lack of time

Work relationships -any jobs demand regular contact with other people at work. 8oor or unsupportive relationships with colleagues and"or supervisors can be a potential source of pressure. In addition, pressure can occur if individuals feel isolated or unfairly treated. 8oor work relationships can be a result of2

aggressive management style lack of support from others isolation at work aversive behaviour, e.g. bullying and harassment lack of understanding and leadership manager forever finding fault others not pulling their weight others take credit for personal achievements poor relationships with colleagues

Job security This is the extent to which lack of job security and job changes are a source of pressure, for example2

job insecurity lack of job permanence, e.g. temporary"fixed term contracts future job change fear of skill redundancy

Work-life balance

The demands of work have the potential to spill over and affect personal and home life and so put a strain on relationships outside work, for example2

long hours2 being expected to or having to work additional hours at home to the detriment of personal, partner and family relationships over%demanding and inflexible work schedules unsocial hours excessive travel time work interfering with home"personal life

esources and communication To perform a job effectively, individuals need to feel that they have appropriate training, e*uipment and resources. They also need to feel that they are ade*uately informed and that they are valued. Stress may result from lack of2

information about what is going on in the organisation feedback on performance ade*uate training to do the job e*uipment"resources to do the job

!ays and benefits The financial rewards associated with a job are important in terms of lifestyle. They are also often perceived to be an indication of an individual s worth and value to the organisation. #lthough financial reward may not be a prime motivator, it could become a factor if there are other negative aspects of the job. "spects of the job These are potential sources of stress that relate to the fundamental nature of the job itself. 6actors such as the physical working conditions, type of tasks and the amount of satisfaction derived from the job.

job is unlikely to change in the next 9:;< years poor physical working conditions fear of physical violence

work performance closely monitored organisation changes for change s sake dull and repetitive work dealing with difficult customers"clients lack of enjoyment of job

=eing 1nder &orked

>ot such an obvious stress factor, but in the current environment where redundancies are still being made, no one wants to be seen to be twiddling their thumbs and being paid to do nothing on the companys time. This is especially hard if you have no control over your workflow.

8rogression
>o one wants to remain in the same position, on the same pay for an extended period of time, but many careers are currently stifled by a market where little hiring or promotion is being done. 4ven though you may have a job, not being able to get to your next level can make you feel bored and trapped, which can be stressful.

The &rong 3ob

If you find yourself in a job that you have insufficient skills or experience to handle, youre going to feel like youre sinking from the word go. &hen you cant ask for training or help because you dont want to admit youre not right for it, the stress increases twofold.

=lame 7ulture
The unfortunate conse*uence of a lack of job security is that no one wants to stick their head above the parapet and admit to mistakes in case it costs them their job. 1nfortunately, in this kind of culture, if you cant admit to mistakes you are

unlikely to progress and learn. #lso when it comes to pinpointing the cause of issues that have arisen, if no one can admit fault, scrape goating becomes common, creating an atmosphere of fear and mistrust that is very stressful to work in every day.

=ad -anagement
# lack of strong and effective management can leave a team directionless, and individuals in a state of disorgani$ed confusion that is very stressful. 7onversely, over%management and micromanagement are claustrophobically stressful for employees and leave no room for creativity or growth.

=ullying
.ou may think that once you leave the playground bullying becomes a thing of the past. >ot so unfortunately. &orkplaces can bear a striking similarity to playgrounds when the pressure is on and a bullying colleague can make life hell. &orse still is a superior, who manages by bullying, or takes their problems and worries out on their team.

>o Support >etwork

&orkplaces with weak, or non%existent, human resources structures, and a lack of proper procedures for making complaints or dealing with problems, mean that employees are left to handle situations on their own. This can cause a huge amount of stress and a sense of fear and isolation.

8oor &orking 4nvironment

#lthough most major companies will have procedures in place for regular health and safety assessments, many smaller companies do not. ?raughty offices, old or broken e*uipment, poor lighting, uncomfortable furniture, lack of heating in winter, overheating in summer and excessively high levels of noise can make for an extremely stressful working environment.

"bstracts on occupational stress

Occupational Stress The Influence of Obesity and Physical Activity/Fitness on Immune Function 7hun%3ung (uang, 8h?, @@@ Alades 'oad, 6(%;;#, 'm ;BC#, =oca 'aton, 65 DDED;F #bstract !ccupational stress can affect physiological and psychological homeostasis. In addition, the occupational challenges associated with firefighting and law enforcement have been linked to increased mortality ratios for ischemic heart disease when compared with other population cohorts. 5aboratory studies have shown that the exacerbation of stress hormones +eg, catecholamines, following dual challenge +physical and psychological stress, may affect immune system responses, which may partially explain the link between cardiovascular disease and inflammation. 8hysical fitness has been shown to attenuate both cardiovascular and inflammatory cytokine responses following physical and"or psychological stressF however, criteria for safe and effective occupation%specific fitness levels have not

been established. In addition, firefighters and police officers have high overweight and obesity rates, which also contribute significantly to the development of cardiovascular disease. 6uture investigation on the possible interaction +additive or synergistic, of obesity and psychological stress on the development of cardiovascular diseases in these professions is warranted, and a criterion for fitness level should be established for safe and effective participation in occupation% related activities. Occupational stress and coronary heart disease# " review and theoretical inte$ration% (ouse, 3ames S. 3ournal of (ealth and Social =ehavior, Gol ;9+;,, -ar ;H@E, ;B%B@. doi2 ;<.BD<@"B;DCHBB

"bstract 8roposes a paradigm for stress research which allows for causal interrelationships among 9 variables2 conditioning +individual or situational,, social conditions conducive to stress, responses to stress, perceived stress, and the outcomes of stress. #lthough several objective and"or subjective indicators of occupational stress +e.g., low job satisfaction, job pressures such as work overload, status inconsistency, and"or job mobility, have been consistently related to heart disease, research is needed that delineates +a, individual and situational variables specifying these relationships and +b, the nature and conse*uences of adaptive responses to stress. 8opulations studied should increasingly include previously neglected groups +e.g., women and blacks, and consider relationships between stress and traditional biomedical variables. Occupational stress and variation in ci$arette& coffee& and alcohol consumption% 7onway, Terry 5.F Gickers, 'oss '.F &ard, (arold &.F 'ahe, 'ichard (. 3ournal of (ealth and Social =ehavior, Gol BB+B,, 3un ;HI;, ;99%;C9. doi2 ;<.BD<@"B;DCBH; "bstract

7onducted a longitudinal field study to investigate the effect of occupational stress on self%reported cigarette, coffee, and alcohol consumption. Substance consumption and subjective stress were measured repeatedly for DE men performing a job with known systematic variations in stress +1S >avy petty officers in training to be company commanders,. (abitual cigarette smoking and coffee drinking were positively associated with chronic tendencies to perceive high stressF no associations were found between chronic alcohol consumption and stress perceptions. 7onsumption of all D substances varied significantly across days that differed in perceived stress level. !n the average, there was more cigarette smoking and more coffee drinking, but less alcohol consumption, under high stress. These general effects appeared to depend largely on the behavior of only a few of the Ss, as the association between subjective stress indicators and substance consumption by individuals was not consistent for all of them. These findings suggest that there can be important individual differences in the tendency to increase or decrease habitual substance consumption in response to varying levels of stress. This possibility should be considered when constructing models that include behavioral responses to stress. 'he epidemiolo$y of occupational stress% 6letcher, =en 7ooper, 7ary 5. +4d,F 8ayne, 'oy +4d,, +;HHE,. 7auses, coping and conse*uences of stress at work. &iley series on studies in occupational stress., +pp. D%9<,. !xford, 4ngland2 3ohn &iley J Sons, xii, E;I pp. "bstract outlines the extent of the occupational stress problem, attempts to identify which sectors of the workforce suffer most, and considers some of the occupational factors which may have injurious effects on physical health, well%being and life expectancy provides a review and analysis of epidemiological and other evidence which may imply a central role for occupational psychological stressors as causal precursors of strain chapter is primarily concerned with disease states and their associated biochemical and psychological risk factors physiological risk factors and physical illness work and positive stress effects " prevalence of risky personalities at work occupation, morbidity and mortality " transmission of occupational risks " theory of occupational stress%

Siegrist, 3ohannes ?unham, 3ack +4d,, +B<<;,. Stress in the workplace2 8ast, present and future. , +pp. 9B%CC,. 8hiladelphia, 8#, 1S2 &hurr 8ublishers, xiv, ;HE pp. "bstract 7hallenges 7. 7ooper s proposition of )situation%specific) models of occupational stress and argues in favor of a )general) theory. The author first summari$es core statements of one example of such a general theory of occupational stress, termed effort%reward imbalance. The author then summari$es the main empirical evidence in support of this approach. 6inally, future developments and policy implications are discussed.