Stress Management Case Study

In most organizations, the workers and management of organizations are seeking ways of reducing the threat to health of workers as a result of their stress levels in their workplace. Individual techniques and methods reveal several techniques aimed at the reduction of the risk of stress associated to the workers’ health for example, career, health, psychological and clinical consultations, daily training, etc. The primary purpose of these consultations and the related activities are premised on providing assistance to the employees to become aware of available resources to protect their health against unpredictable and undesirable uncertainties. The existing services and resources help to enhance the workers abilities, knowledge and skills

Another organizational approach to stress management translates into having a horizontal line of authority rather than a vertical one; this would build the confidence levels in the workers and promote communication between workers (junior staff) and the management of the organization. It is also important to build friendly and respectful relationship between work peers and customers of the

IDS (2004) maintained that to gain an accurate perspective of internal causes of the desire to leave one’s organization, it is imperative to examine the phenomenon from the position of its quantitative and qualitative dimensions to identify underlying reasons for turnover. Mobley et al (1979), in their study, observed that demographic factors such as age, tenure, and the overall satisfaction of the worker with regards to job content were all negatively related to employee turnover intentions. This is as Griffeth et al, (2000), in their study proposed certain factors which could be considered as being behind employee turnover intentions comprising the likes of job satisfaction levels, extent of workers commitment, comparison of available organizational alternatives and stress levels or pressure from the job.

Unlike actual turnover, employee turnover intention is not explicit. These intentions can be considered as statements with regards to a specific behavior of interest (Berndt, 1981). Employee turnover intentions refers to the reflection of the subjective possibility that a worker or employee will change his or her job within a certain period of time (Sousa-Poza & Henneberger, 2002) and which also leads to actual turnover. A