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INTRODUCTION
The HSE define stress as 'the adverse reaction a person has to excessive pressure or other types of demand placed upon them'. Stress is not an illness but can result in physiological symptoms as well as psychological symptoms, including anxiety, depression, gastrointestinal disturbances, back pain, heart disease and rashes. Work related stress can also have consequences for an organisation ranging from an increase in absence, staff turnover, inefficient productivity and low staff morale.
The Health and Safety at Work etc Act 1974 requires that employers ensure the health of their employees at work, as far as is reasonably practicable. This will include ensuring that work related stress is suitably managed and controlled as necessary. The Management of Health and Safety at Work Regulations 1999 require employers to complete risk assessments where stress is identified as a hazard, and implement appropriate measures to prevent/control the risks and hazards. There are also ethical, moral and economic reasons to monitor and control stress within the workplace.
Every person reacts to pressures in different ways and requires different levels and types of stress to provide reasonable pressure and challenge, which can be motivating. Stress should not be seen as a weakness of the individual and an open culture should be developed to assist in stress management. Employees may also be suffering a certain level of stress from their personal life and circumstances, which in turn may affect their performance and stress levels within the workplace.
THE PROBLEM/ISSUE: WORKPLACE STRESS
The HSE have identified seven broad categories, which are risk factors with regard to work related stress. Some of these overlap and others are interrelated, sometimes in complex ways. These are:
· Culture
· Demands
· Control
· Relationships
· Change
· Role
· Support, training and factors unique to the individual
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Risk Factor
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Areas included
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Possible Solutions
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DEMANDS
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· Workload
· Working patterns
· Physical environment
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· Regular meetings
· Discuss anticipated workload and concerns
· Develop personal work plans
· Adjust working patterns
· Ensure people are appropriately trained for the task
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Control
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· Input by employees on the way they work
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· Implement systems where employees have a say
· Discussion forums
· Discuss employees skills and the way they are used
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Support
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· Level of support provided by managers and colleagues
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· Regular one to ones
· Team meetings to discuss pressures
· Ask how employees would like to have access to managerial support
· Develop training, including refresher training
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Relationships
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· Promoting positive working to avoid conflict
· Address unacceptable behaviour
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· Provide a written policy for dealing with unacceptable behaviour and communicate it
· Agree and implement procedures to prevent or quickly deal with conflict
· Encourage good communication
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Role
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· Understanding of individual roles with the organisation
· Conflicting roles within the organisation
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· Hold team meetings so that employees can clarify their roles
· Display targets and objectives
· Agree specific performance standards and review periodically
· Introduce personal work plans
· Develop suitable inductions
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CHANGE
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· Managing and communicating organisational change
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· Ensure staff are aware of why change is necessary
· Define and explain key steps of change
· Ensure staff are aware of the impact of the change on their jobs
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HOW TO IDENTIFY IF THERE IS A PROBLEM
Qualitative Methods:
Informal talks to staff
Performance appraisal
Focus Groups
Attendance Management
Quantitative Methods:
Sickness/absence data
Productivity data
Turnover
Staff questionnaire
THE ADVICE: The Way Forward
It is important that work related stress is addressed. A logical first step is to accurately identify the level of stress within the organisation, currently and to be able to monitor it in the future.
As such the following processes should be considered:
Implement sickness/absence monitoring
Turnover reviews - exit interviews
Return to work interviews
Data collection from stress management monitoring forms/records
Staff survey/questionnaire
Once the actual current situation is identified a detailed risk assessment should be completed at both company and nursery level. From this the following should then be considered:
Review of job descriptions
Review of training of staff
Review of job structure/organisation
Review of staff relationships
Review of staff meetings
Review of reviews with Line Manager
Review of work levels
Review of resource levels and requirements
Review of procedures for the following:
Communication
Reporting
Staff consultation
Job requirements and training (qualifications and experience)
Dealing with unacceptable behaviour
Standards of service and monitoring those standards
Change management
Induction
It is also recommended that all Managers receive training in management of stress so that they are aware of the risks and hazards, are able to complete risk assessments, can identify employees who are showing symptoms of stress and how to address the issues.
CONCLUSION
The management of stress is an ongoing process and should not be considered once. It must be integrated into the systems of the organisation and the processes for identifying if there is a problem implemented and be continuously reviewed. A cyclical approach to the above should be adopted.
DATE ISSUED: SEPTEMBER 2005
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