Stress is viewed as a change from the normal functioning of the body and mind which arises due to work-related factors and managerial styles. Stress, in moderate amounts, can be beneficial in aiding both the individual and the organisation in achieving goals. However, excessive stress can lead to harmful effects on the body, mind and psychology of an employees as well as affects the productivity and performance of the organisation. The consequential effects of stress, such as; physical ailments, mental conflicts, emotional imbalances, lifestyle disruptions, and behavioural issues, all contribute to an interrupted organisational culture. Such stressful challenges give rise to interpersonal conflicts, reduced productivity, lower organisational commitment, and increased absenteeism (Panigrahi, 2016).
According to Tran et al. (2020), there are ten indicators of stress during periods of change:
Increased absenteeism and lateness
A decline in work attitude, resulting in careless and sloppy work
Negative discussions about the job and the organisation
Demonstrating resistance to change
Leading discussions about lack of trust, often becoming the ringleader of a “rumour mill”
Heightened focus on unnecessary details
Decreased cooperation and increased hostility toward management and colleagues
Difficulty in concentrating and increased restlessness
Complaints of feeling unwell or experiencing aches and pains
Exhibiting tension, uptightness, or nervousness, along with difficulties sleeping
Workplace stress management interventions have shown that psychological approaches, including stress management, cognitive-behavioral therapy (CBT), and mindful-based interventions result in a decrease in stress (Subel et al., 2022). Holman et al. (2018) recognised three stress management interventions (SMI):
Individual-level interventions – where the focus is on assisting employees in developing skills to manage, cope with, and reduce stress, particularly using Cognitive Behavioural Therapy (CBT), relaxation techniques, and mindfulness training, adequate sleep, sports, talking to a close one, relaxation habits and quitting of addictive products. These can be used to get relief from individual stress.
Organisational-level interventions – which focuses on more systemic changes to organisational practices that target either all employees or a specific group of workers. To address organisational-level stress, management can facilitate effective training programs in order to provide employees with a platform to manage and alleviate stress.
Individual- and organisational level interventions – which focuses on changing the relationship between individuals and the organisation. The advantage of this approach addresses stress causes through organisational-level interventions, while at the same time as enhancing employees’ stress-coping abilities through individual-level interventions (Holman et al., 2018; Panigrahi, 2016).
In summary, stress management interventions, include both individual-level strategies like cognitive behavioral therapy and organizational-level approaches such as job redesign which significantly contribute to employee well-being. These interventions indicate that both organisations and managers have various techniques and practices at their disposal to reduce stress and enhance employee well-being. The combined effect between these interventions, targets both stress sources and coping mechanisms which results in a comprehensive strategy (Wade et al., 2021).
References
Holman, D., Johnson, S., & O’Connor, E. (2018). Stress manangement interventions: Improving subjective psychological well-being in the workplace. Handbook of well-being DEF Publishers. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwjF1Jfa6NeEAxWWVkEAHdIUCdAQFnoECA0QAQ&url=https%3A%2F%2Fresearch.manchester.ac.uk%2Ffiles%2F64354486%2FHolman_2018_Stress_Management_Interventions.pdf&usg=AOvVaw3w-RmE
Panigrahi, A. (2017, October-December). Managing stress at workplace. Journal of Management Research and Analysis, 3(4), 154-160. doi:10.18231/2394-2770.2016.0001
Subel, D., Blane, D., & Sheringham, J. (2022). Workplace interventions to reduce occupational stress for older workers: A systematic review. International Journal of Environmental Research and Public Health, 19(9202), 1-25. doi:doi.org/10.3390/ijerph19159202
Tran, C. T. H., Tran, H. T. M., Nguyen, H. T.N., Mach, D. N., Phan, H. S. P., Mujtaba, B. G. (2020). Stress management in the modern workplace and the role of human resource professionals. Business Ethics and Leadership, 4(2), 26-40. doi: https://doi.org/10.21272/bel.4(2).26-40.2020
Wade, D., Georgieva, M., Gunnewicht, H., Finnigan, J., & MacCallum, N. (2021). Delivery of a psychological intervention to assess and reduce workplace stress among intensive care staff. Journal of Intensive Care Society, 22(`), 52-59. doi:https://orcid.org/0000-0001-6431-3776
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