Stress from doing the job

By | January 2, 2021

What are the stress from doing the job?

  • Boring or repetitive work, or too little to do.
  • Confusion over priorities, time frames and standards.
  • Confusion over, or too much, responsibility for managing others.
  • Sub-standard performance resulting in disciplinary action such as dismissal, retrenchment, demotion, discipline, transfer or redeployment, a worker not being promoted, reclassified, transferred or granted leave of absence or any other benefit in relation to employment or a worker’s expectations of any of these matters or of the employer’s decision in relation to these matters.
  • To little/too much training or support for the job.
  • Too much to do, too little time.

What to do about stresses ?

  • Change the way jobs are done, consult with individuals before moving them to comparable work, given individual more responsibility, increase job scope, vary job tasks, give workers responsibility for group performance.
  • Try to give warning of urgent or important tasks, priorities tasks, remove unnecessary work.
  • Match individuals to jobs, increase the scope of jobs for the over-trained.
  • Ensure everyone has dearly defined and achievable objectives and responsibilities linked to organizational objectives.
  • Provide supervisor training and support.
  • Ensure disciplinary procedures developed and applied by trained and authorized officers able to communicates effectively with employees.
  • Give staff the knowledge and skills to enable them to mange their own stress response.
  • Ensure staff and supervisors receive the “kills, training and resources they need to work purposefully, confidently and are appreciated.
  • Ensure that policies and procedures clearly stated and uniformly applied.

What are the stress from Work Relationships?

stress from Work Relationships

  • Poor relationships with colleagues.
  • Bullying or harassment.
  • Lack of communication or consultation between manager and employee.
  • Negative culture based on blame for and denial of problems.
  • Misguided practical jokes or initiation ceremonies.

And what to do about it?

  • Provide training in interpersonal skills.
  • Establish and review policies, grievance procedures and investigation of complaints.
  • Provide opportunities for employees to contribute ideas and to be consulted.
  • Encourage management lead by example with honesty, respect and support.
  • Ensure people are treated Fairly and consistently with an intolerance of harassment and bullying.
  • Provide opportunities for social interaction among workers

What is Stress from Working conditions?

  • Physical danger, or the threat of it.
  • In contact with human suffering and people’s reactions to it.
  • Single incident such as armed robbery or a workplace fatality.
  • Poor physical working conditions.
  • Inflexible work schedules or unpredictable hours.
  • Organizational change, such as restricting.

And what to do

  • Provide adequate control measures against physical pressures, in particular, clear support for those faced with violent situations.
  • Consultation with staff over restructuring plans.
  • Encourage managers to have an open and understanding attitude towards those who admit to being under too much pressure. Especially if employees are fearful of losing their jobs.
  • Provide scope for flexible and variable working conditions over which people have some control, to increase interest and ownership of the job, and assist people to meet their family responsibilities.
  • Engender consultation and cooperation between employers, employees and their representatives, especially during periods of organizational change.
  • Evaluate the effectiveness of changes put in place and review the situation form time to time.

Personal Signs of Stress

There are also some general strategies relevant to most organizations that may help

  • Encourage employers to take stress seriously and make themselves aware of the warning signs of people under too much pressure.
  • Encourage staff to talk about the pressures they perceive in their jobs.
  • Be understanding of stressors outside the workplace, but only seek information you need to know.
  • Propose and priorities intervention strategies and inform employers; and
  • Encourage employers to provide a consistent management approach.
  • Larger employers may have the resources to provide stress management training, a confidential employee assistance programmed or use risk management consultants as tools to assist with stress problems in their organization.

These tools may be useful as part of a wider plan to tackle organizational issues but they arc not always effective in identifying the source of a stress problem. Smaller employers may need to consider more affordable options.

What are Personal Signs of Stress?

  • Immediate body changes that may be associated with distress, such as changes in heart rate and breathing rate, muscle tension, nausea or vomiting;
  • Feelings of anxiety or being out of control;
  • Feelings of guilt or embarrassment;
  • Irritability and loss of concentration, poor memory, learning difficulties;
  • Prolonged sleeplessness and disturbing dreams.

 Outward signs of stress in individuals that could be noticeable to colleagues and managers:

  • Deteriorating relationships with colleagues;
  • Irritability, indecisiveness, absenteeism, reduced performance;
  • Demand for more precise instructions;
  • Increased smoking or alcohol consumption, or drug taking:
  • Complaining about ill-health;
  • Actual ill-health such as frequent headaches, gastro-intestinal disturbance, ongoing minor illness, skin rashes, deteriorating immune response.


What are the Signs of stress across an organization that represents a business cost?

  • High staff turnover, increased absenteeism, reduced work performance, poor timekeeping and more customer complaints;
  • Stress appearing in those people who cover for the stressed colleague who is absent from work;
  • Increased rate of workplace accidents;
  • Compensation claims from people whose unchecked stress results in ill-health;
  • Reduction III output, product quality, service or morale; .
  • Increased wages/ overtime payments; ,
  • Deterioration of industrial relations;
  • Organizational sabotage.

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