sam
11-24-2007, 05:01 PM
The Causes of Stress
The recognized causes of work-related stress are numerous and fall into several categories:
Work Practices
people unable to exert any control or influence over the demands placed upon them
lack of a clear job description or chain of command
a high degree of uncertainty about job security or career prospects
temporary work and fixed term contracts
lack of any understanding leadership
cuts in government and local government funding leading to increased workloads
long hours cultures
no recognition or reward for good job performance
no opportunity to voice complaints
heavy responsibilities with no authority or decision making discretion
no opportunity to use personal talents or abilities
inadequate time to complete tasks to personal or company standards
chances for small error or momentary lapse of attention to have serious or even disastrous consequences
Pressure
pressures piling one on top of another
pressures are unremitting or prolonged
there is confusion caused by conflicting demands
Harassment or bullying
prolonged conflict between individuals
exposure to prejudice regarding your age, gender, sexuality, race, ethnicity or religion
Management techniques
new management techniques including:
Human Resource management
Lean Production
Business process re-engineering and Total Quality management, which is described in managers handbooks as 'management by stress'
Environment and technology
unpleasant or hazardous working conditions
technology controlling workers, for example power
'dialing' systems used in telephone banking where there are no gaps between calls and staff have no control
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Bullying is a major cause of stress
What is Bullying?
Bullying can be defined as 'the unjust exercise of power by one individual over another using means frighten, denigrate or injure the victim'.
Bullying may be characterised as:
The use of offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through a variety of means.
European nations often refer to this process as 'mobbing'.
Bullying or harassment may be by an individual against an individual (perhaps by someone in a position of authority such as a manager or supervisor) or involve groups of people. It may be obvious or it may be insidious. Whatever form it takes, it is unwarranted and unwelcome to the individual.
Bullying and harassment do not necessarily take place face to face. They may also occur in written communications, electronic (e)mail, phone and automatic supervision methods such as computer recording of downtime from work or the number of calls handled if these are not applied to all workers.
Bullying and harassment make someone feel anxious and humiliated. Feelings of anger and frustration at being unable to cope may be triggered. Some people may try to retaliate in some way. Others may become frightened and demotivated.
Stress, loss of self-confidence and self-esteem caused by harassment or bullying can lead to job insecurity, illness, absence from work and even resignation. Almost always job performance is affected and relations in the workplace suffer.
Professor Cary Cooper (UMIST) in his research work in the mid-1990's estimated that some 40 million working days a year were lost because of bullying in the workplace, this being 160 times more than days lost by industrial action.
The overall cost to the economy of bullying was estimated in 1995 to be £3 to £4 billion.
Signs of organisational bullying in the workplace
Rapid staff turnover; rising sickness and absenteeism rates
Otherwise inexplicable declines in productivity
Whole departments or sections appearing to be defective
Lack of motivation and low morale
Loss of respect for management
Fear culture
Responding to bullying
Raise the issue with work colleagues and trades union
Keep written records of all bullying incidents
Confront the bully about his/her behaviour
Use appropriate in-house procedures
Share the problem with a friend
Respond in writing to bullying memos and keep copies
Establish status of meetings before agreeing to attend, take a 'friend'
Raise issues with appropriate senior managers
Seek counselling and support via the employer
thanks,
sam.
The recognized causes of work-related stress are numerous and fall into several categories:
Work Practices
people unable to exert any control or influence over the demands placed upon them
lack of a clear job description or chain of command
a high degree of uncertainty about job security or career prospects
temporary work and fixed term contracts
lack of any understanding leadership
cuts in government and local government funding leading to increased workloads
long hours cultures
no recognition or reward for good job performance
no opportunity to voice complaints
heavy responsibilities with no authority or decision making discretion
no opportunity to use personal talents or abilities
inadequate time to complete tasks to personal or company standards
chances for small error or momentary lapse of attention to have serious or even disastrous consequences
Pressure
pressures piling one on top of another
pressures are unremitting or prolonged
there is confusion caused by conflicting demands
Harassment or bullying
prolonged conflict between individuals
exposure to prejudice regarding your age, gender, sexuality, race, ethnicity or religion
Management techniques
new management techniques including:
Human Resource management
Lean Production
Business process re-engineering and Total Quality management, which is described in managers handbooks as 'management by stress'
Environment and technology
unpleasant or hazardous working conditions
technology controlling workers, for example power
'dialing' systems used in telephone banking where there are no gaps between calls and staff have no control
Return to the top of the page
Bullying is a major cause of stress
What is Bullying?
Bullying can be defined as 'the unjust exercise of power by one individual over another using means frighten, denigrate or injure the victim'.
Bullying may be characterised as:
The use of offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through a variety of means.
European nations often refer to this process as 'mobbing'.
Bullying or harassment may be by an individual against an individual (perhaps by someone in a position of authority such as a manager or supervisor) or involve groups of people. It may be obvious or it may be insidious. Whatever form it takes, it is unwarranted and unwelcome to the individual.
Bullying and harassment do not necessarily take place face to face. They may also occur in written communications, electronic (e)mail, phone and automatic supervision methods such as computer recording of downtime from work or the number of calls handled if these are not applied to all workers.
Bullying and harassment make someone feel anxious and humiliated. Feelings of anger and frustration at being unable to cope may be triggered. Some people may try to retaliate in some way. Others may become frightened and demotivated.
Stress, loss of self-confidence and self-esteem caused by harassment or bullying can lead to job insecurity, illness, absence from work and even resignation. Almost always job performance is affected and relations in the workplace suffer.
Professor Cary Cooper (UMIST) in his research work in the mid-1990's estimated that some 40 million working days a year were lost because of bullying in the workplace, this being 160 times more than days lost by industrial action.
The overall cost to the economy of bullying was estimated in 1995 to be £3 to £4 billion.
Signs of organisational bullying in the workplace
Rapid staff turnover; rising sickness and absenteeism rates
Otherwise inexplicable declines in productivity
Whole departments or sections appearing to be defective
Lack of motivation and low morale
Loss of respect for management
Fear culture
Responding to bullying
Raise the issue with work colleagues and trades union
Keep written records of all bullying incidents
Confront the bully about his/her behaviour
Use appropriate in-house procedures
Share the problem with a friend
Respond in writing to bullying memos and keep copies
Establish status of meetings before agreeing to attend, take a 'friend'
Raise issues with appropriate senior managers
Seek counselling and support via the employer
thanks,
sam.