Stress can pervade anyone at any level of business. Recent research shows that work-related stress is widespread and not confined to particular sectors, jobs or industries. Stress is not an illness; it is deemed to be a state. Further research deemed that the condition could be both mental and physical where stress becomes too excessive and prolonged. This varies from individual to individual affecting those unable to cope. It is unclear whether this is stress or depression, however, it is linked with high sickness absence, staff turnover, and increased errors. Therefore, it is a cost to both businesses and individuals.
This paper focuses on why organizations should focus on work stress and provides examples of local organizations effectively doing so.
Table of Contents
1. Introduction
2. The Business Case Why Organisations Should Focus on Work Stress
2.1. Economic Impact
2.2 Organisational Outcomes
i. Operational Issues and Costs
i. Intangible Costs
2.3 Individual Outcomes
2.4 Models:
i. Inverted U Shape Relationship – k/a Yerkes-Dodson Law 1908
ii. Person - Environmental Fit Model (Cooper et al. 1988)
ii. Demands – Support – Constraints Model (Payne 1979)
2.5 Ways to Manage
i. Institutional Programs:
i. Collateral Programs:
2.6 Organisations Effectively Dealing with Work Stress
i. Award Winning Organisations Dealing with Stress
i. Local Organisation Examples of HSE Three Level Approaches
3 Summary
4 Conclusion
5 References
6 Appendices
-
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X. -
Upload your own papers! Earn money and win an iPhone X.