| Some of us thrive on a bit of pressure - it | | | | |
| can improve our performance because that's | | | | By having the job holders themselves involved |
| the way we're designed. However, too much | | | | in the analysis of their work they are able |
| over an extended time can take its toll. | | | | to voice their views over what is too much |
| | | | work or too few hours, what is challenging |
| In Victoria, 8% of all workers' compensation | | | | and interesting work and what is not. |
| claims are stress related - and these cost | | | | |
| double the amount of other claims. The total | | | | The work may still have to be done but by |
| cost in Australia for stress related workers' | | | | allowing their views to be heard provides |
| compensation is estimated to be $200 million | | | | them with a sense of being part of the |
| every year. Add to this sick leave, low | | | | decision making rather than just victims. |
| productivity, staff turnover and other | | | | They will also have ideas on how best to |
| consequences of people being stressed and the | | | | manage the challenges. |
| costs start to mount up. | | | | |
| | | | Worthwhile work |
| BUPA, the UK's leading provider of private | | | | |
| health care insurance, hospitals and health | | | | If people can see the link between their |
| care services has researched this area and | | | | efforts and the business results they can see |
| tell us the leading causes of workplace | | | | that it is worthwhile - rather than endless |
| stress are: | | | | effort for no obvious reason. |
| | | | |
| Lack of control over work | | | | Control over their work |
| | | | |
| Excessive time pressures | | | | If they are identifying the KRAs they can see |
| | | | that these are the things that matter. In |
| Excessive or inflexible working hours | | | | this way they can structure their activities |
| | | | and priorities to focus on those rather than |
| Too much or too little work or responsibility | | | | get bogged down in superfluous tasks. |
| | | | |
| Confusion about duties and responsibilities | | | | There is always plenty of work but having |
| | | | clear priorities and the ability to make |
| Lack of job variety and interest | | | | choices is a definite stress reducer. |
| | | | |
| Inadequate training and possibilities for | | | | Measuring the KRAs |
| learning new skills | | | | |
| | | | By having a measure against each KRA they can |
| Poor work/life balance | | | | monitor their own performance. The measure |
| | | | provides a clear idea of what success looks |
| Difficult relationships at work | | | | like and there can be a sense of achievement |
| | | | in getting close to or exceeding it. |
| Lack of support and lack of contact with | | | | |
| colleagues | | | | Communication |
| | | | |
| Organizational confusion, restructuring, job | | | | Communication - in both directions is a |
| change | | | | function of good management. Managers need to |
| | | | be trained to identify what is required, how |
| Uncertainty over job prospects | | | | to communicate it and how to identify the |
| | | | needs of the employees. |
| How much control, as employers and managers | | | | |
| do we have over these factors? Quite a bit it | | | | As a simple rule of thumb remembering to |
| would seem. Many of these factors relate to | | | | check off the "3 As" in communication is |
| job design and communicating expectations - | | | | worthwhile: |
| these are probably within the control of | | | | |
| managers. | | | | Who is Affected? |
| | | | |
| Job Design | | | | Whose Assistance is required? |
| | | | |
| Designing jobs can be done effectively if a | | | | Whose Authority is required? |
| process is followed that links the objectives | | | | |
| of the organization to the individual's | | | | Knowing what is happening and why is much |
| outputs. Involving the individuals in this | | | | less stressful than not knowing. In the |
| process will greatly enhance the results. | | | | absence of communication people tend to make |
| | | | things up and this can be very stressful. |
| Even if you currently have a structure that | | | | |
| you feel doesn't need reorganizing or jobs | | | | Success will only come when employees are |
| that don't need redesigning, going through | | | | delivering what is required and are satisfied |
| this process will have benefits and may well | | | | doing it. If they are not satisfied it is not |
| be good insurance against the unhealthy | | | | sustainable. The consequences may be stress, |
| growth of stress in the workplace. | | | | resignations or just plain disgruntled, |
| | | | unproductive workers. |
| We have found the most beneficial method of | | | | |
| defining jobs is to work with current job | | | | Managers need to know their staff - what |
| holders to document their own jobs in terms | | | | interests them, what they like, what they |
| of Key Result Areas (KRAs) ie the outputs | | | | don't like. By getting close to them any |
| from their jobs . With each of these they | | | | issues can be identified quickly and nipped |
| also define how these are measured. | | | | in the bud. |
| | | | |
| To get to this stage firstly they examine the | | | | Summary |
| total output of the organization and then | | | | |
| break that down to identify what their | | | | So, in reviewing the causes of stress and our |
| division or department contributes, then | | | | possible solutions, we see that there is much |
| their work area and down to their particular | | | | within our control - involving people in |
| job. This way they see and understand the | | | | defining their jobs and building management |
| linkage between what they do and the business | | | | skills. |
| outcomes. | | | | |
| | | | The good news is you can start gradually |
| This method has many advantages. | | | | working on these areas or you can move |
| | | | quickly with a full blown program. Those who |
| Involvement | | | | take no action will pay the cost. |