Organisation approach to Stress Management

Organization realize that if it is possible to minimise the number and intensity of stressors or to help employee deal more effectively with them, there should be increased performance, reduced turnover and absenteeism, and substantial reduction in costs. This problem can’t then be attacked through the implementation of employee wellness programs and by management practices which alter the work environment.

Employee wellness program

Over the last decade. A large number of organizations have established some type of employee wellness program. These exercise facilities and programs, individual counselling when employees feel job or personal strain, and regular seminars and lectures. Wellness programs are helpful in reducing work stress. They are also very cost- effective when they have the support of top management and are available to a large number of employees.

Management practice to alter the work environment

There are several ways that some work stressors can be minimised by good management practices. Among these practices are:

• Improving communication with employee will reduce uncertainty: This is a way to minimise role ambiguity and may also have direct effect on role conflict if better communication clears lines of responsibility and authority.
• Effective performance appraisal and reward systems reduce role conflict and role ambiguity: When rewards are distinctly related to performance, the person knows what he or she is accountable for (reduced role conflict) and where he or she stands (reduced role ambiguity). When a good coaching relationship between a superior and subordinate are present along with performance appraisal system, the person may perceive more control over the work environment. He or she may also sense some social support for the goal of getting the job done well.
• Increasing participation in decision making will give the person a greater sense of control over the work environment: An element associated with less negative reactions to stress. There is a strong relationship between participation and job satisfaction, role conflict and role ambiguity. Increasing participation entails decentralization of decision making to more people and delegation of accountability to those who are already accountable for work performance.
• Job enrichment gives the person more responsibility: more meaningful work, more control, more feedback ambiguity will be reduced, greater control over the work environment will be perceived, and there will be more variety. Job enrichment increases motivation and leads to higher work quality, especially among those with high growth needs.
• An improved match of skills, personality and work is also a way to manage stress at work : There is nothing so frustrating as being placed in a job that you can’t handle and do not have the prospective to perform well. Likewise, in some jobs there is a good deal of natural stress because the work that has to be done has been set up that way for these tasks. Organizations should look for highly skilled and competent persons with personalities that help them effectively.