Causing Stress In The Workplace

Stress is a problem that can have detrimental effects on many people’s lives. A stressor is simple a stimulus that causes stress. Stressors can be a combination of many things that cause mental and physical pressure that a person feels. In this century the most popular stressors are work, school and self-generation. A person 's job can be a source of stress, especially because of unmanageable workloads and not being motivated in it.

Staff retention is also better in teams where stress is better managed (Anthony et al, 2005). Work stress reflects poor compatibility between the individual and the situations that one may face in the vicinity of the work. The stress occurs in situations where the employee perceives that his capacity to face work requirements represents a significant burden on him (Anderson R. 2003). The physical changes (rapid heartbeat, high blood pressure) and psychological changes (stress and anxiety) of an individual is the process of creating or willing to adapt compressor environmental variables (Bummer K. & B.H. Newberry,

• Work related stress: when employees become over stressed they tent to not be as productive as expected, it can also cause an employee to have a mental breakdown. Because of work overload employees cannot do everything expected from them which causes conflict in the workplace because production time goes lost and productivity goes down. Some stress may be caused by personal factors which may cause employees to be unhappy and take out ‘bad moods’ on co-workers. An example out of the case study is when Alex and Mandy feels that they have to work hard to prove that they are worthy of the position and title

Form the literature, negative work outcomes such as absenteeism and turnover (usually good employees who quit their job voluntarily), it is also possible to link that HR practices could contribute to deviant behavior. In general, the more favorable the HR practices are in that organization, the more favorable the work outcomes will be. As mentioned earlier, previous studies have revealed that unfavorable work environment could generally result in poor work performance. On the other hand, when HR practices seen to be undesirably practiced, employees will return such “favor” by doing their unfavorable behavior or deviant

Essentially, turnover can generate costs for the organization whether the employee leaves voluntarily or involuntarily. Moreover, turnover can be a very costly expense to an organization. Further, turnover can highly impact the organization and cause various disruptions to operations and production. Thus, there are several cost associated with turnover. According to Stamp and Thoren (2016) turnover can be very disruptive and costly for any business or industry.

Moreover to the physical stress of working longer hours, there are also environmental reasons of pressure. These include extreme noise, a non-supportive administration, unfair rating procedures, failure to receive acknowledgement and unsafe working conditions. Also there are psychological causes of pressure in the workplace, such as encounters between employees, communication difficulties, lost sense of purpose, feelings of being overawed and fatigue. Remarks or behaviors which deny employees’ contributions, degrade them personally, or interfere with their ability to function as individuals may start the cycle of despair or violence (Gerson, A., 1993). Additional sources of job-related stress include uncertain job expectations and descriptions; short closing date and consistent “fire drills”; responsibility but no decision-making authority; routine, dull jobs with no room for creativity; and last but not least, the “isms” – racism, sexism, and ageism (Evans, T., 1990).

Chesley (2005) found that technology use can cause decrease in quality of life, increase work boundaries, and cause negative spill over and distress. The areas that will be examined for possible negative effects are stress, life satisfaction and job satisfaction. Job Stress With the work world rapidly changing, employees are becoming more concern with their work life balance (Shivananda & Ashok, 2012). A study done by Shivananda, and Ashok (2012) found that there was a negative relationship between work life balance and stress level. This would mean that those who have a low level of work life balance would experience high levels of stress and vice versa.

Perspective differences are created by the combination of conflicting personal characteristics and interactional difficulties subjected the individual's interpretation (Borkowski, 2016, p. 309). Stressful work events exacerbate interpersonal conflict and could result in harmed relationships, poor morale and an increased risk of lawsuits (Mckenzie, 2015, p.1). Cindy and Dr. Jones are impacted by all elements of interpersonal conflict. Cindy's reaction to rescheduling patients suggests she feels dedicated to her role but perceives that Dr. Jones lacks a similar work ethic. Dr. Jones interpersonal conflict expresses itself in his unsatisfied perception of how, and when, Cindy's concerns were presented to him.

(Kumar & Rooprai, 2009) Stress can be triggered by the pressures of everyday responsibilities at work and at home. Traumatic stress, brought on by war, disaster, or a violent attack, can keep your body’s stress levels elevated far longer than is necessary for survival. In extreme cases, long-term stress or traumatic events at work may lead to psychological problems and be conducive to psychiatric disorders resulting in absence from work and preventing the worker from being able to work again Some people who experience stress may engage in unhealthy practices such as; smoking, excessive drinking, poor diet and little exercise. They may become distressed, irritable, enjoy their work less, and feel less committed to work, have difficulty thinking logically or making decisions. Generally we view stress as having either psychological and/or physiological reactions that affect health.

The aforementioned phenomena results in material social and economic costs to both employers and individuals. Serious risks include psychological harm and physical injuries, increased stress levels and an overall significant impact to the safety and well-being of the individual. Workplace bullying is the situation whereby an employee is treated with negative acts for a long period of time by his peers, supervisors or bosses. Usually the employee is unable to defend or retaliate due to the recognition of a formal or informal power imbalance. These advices will help employees in successfully dealing with or in managing bullying.