Concept of Stress Management: An Advice to Managers on How to Reduce Employee Stress
Stress is a significant issue for current organizations and managers in the contemporary workplace. Not exclusively, stress-related ailments have an expense for associations regarding lost working hours and efficiency, however, more significant levels of stress have likewise been related with a lower level of fulfilment, more unfortunate quality help conveyance, and more elevated levels of turnover (George and Zakkariya, 2015). This paper will hence hope to do a basic survey of hypothesis and examination into the different choices and approaches which can be utilized to oversee employee stress and guarantee it does not arrive at an unreasonable level which could hurt organizational performance and results.
One of the fundamental subjects in the writing is the significant job that an employee's prompt managers, and especially line managers, can play in the administration of stress. As indicated by Donaldson-Feilder et al (2008), as line managers are liable for getting sorted out employees and straightforwardly regulating their work, they are unmistakably situated to address their mental requirements and oversee business-related stress. This shows that line managers need to guarantee they have created and can apply the essential aptitudes to the administration of employee stress to keep up degrees of confidence and performance. Simultaneously, research demonstrates that ranking directors need to zero in on engaging line managers and giving them the important help and designated position to oversee stress among their groups, to enable employees "to deal with their stress proactively through arranging, organizing and appointing work" (Moyle, 2006, p. 48). This is a significant issue, given late discoveries that many line managers are themselves too stressed to even think about helping their employees manage business-related stress (Crawford, 2013). This shows that the administration of stress is an issue which requires administrative association at all levels, as construct ups of exorbitant stress in any layer of an organizational order can trigger extra issues and performance issues.
Notwithstanding the immediate administration of stress, it is likewise essential to perceive the part of initiative styles in establishing an organizational climate in which the reasons for stress are limited. As supported by Huczynksi and Buchanan (2010), numerous managers keep on after conventional administrative initiative speculations, through which they hope to empower and remunerate great performance and censure employees who neglect to perform. In any case, there is a danger of this kind of initiative bringing about an excessively totalitarian way to deal with the administration of employees. An examination concentrate by Castledine (2004) demonstrated that this style of administration is related to more significant levels of stress, prompting an absence of responsibility and danger of employee to wear out. This subsequently shows one of the essential conundrums in the administration of stress, in particular, that a level of stress is needed as strain to perform and punishments for disappointment if employees are to be propelled to buckle down, yet over a specific level, this stress can get ruinous. In that capacity, one of the centre choices for overseeing stress without killing it is to utilize groundbreaking and participative administration styles which will persuade employees to perform while furnishing them with help and inspiration to keep away from any issues of abundance stress, and forestalling a drawn-out gathering of stress which can harm employee results (Northhouse, 2011).
Notwithstanding the particular style of authority, it is additionally essential to perceive the function of individual employee factors, both inside and outside the association, in affecting degrees of stress and the negative effects which can result. This is especially significant considering late improvements in the idea of work, including adaptable work markets and the ascent in information work. As indicated by Robbins et al (2010), this has brought about a development in employee desires around the rights and the commitments of associations and employees, and interest for associations to likewise perceive these rights. This can cause strife among organizational and employee needs, especially in the zone of work-life balance, and the degree to which requests put on employees by associations are reasonable and sensible (Sturges and Visitor, 2004). This is of significance with regards to employee stress, given that exploration has indicated that a positive work-life balance is one of the central points in forestalling the development of stress and helping support more beneficial ways of life for employees (Gregory and Milner, 2009). Guaranteeing a positive work-life balance, which does not put inordinate requests on employees, is in this way key to overseeing levels of employee stress.
The part of work-life balance in controlling organizational stress is likewise connected to the overall writing around the developing significance of the mental agreement. Proof from the writing shows that the development of a solid psychological agreement between an employee and their director and association can assist with boosting levels of inspiration and in this manner drive more elevated levels of performance (Watson, 2001). In any case, the psychological agreement is likewise founded on a solid acknowledgement of the part of the association in supporting the employee with particular issues or conditions, to cause them to feel more esteemed (Abendroth et al, 2012). An inability to deal with the psychological agreement can bring about observations by employees that the association and its managers have broken the agreement, which can build levels of stress and the negative effects of stress on the organizational result (Houston et al, 2006). This demonstrates that managers must be receptive to the suggested guarantees in the psychological agreements they have created with their employees and must respect these guarantees or danger elevated levels of employee stress and related disappointment.
The capacity of managers to recognize and address these issues is likewise connected unequivocally to the degree of administrative comprehension around stress as an intense subject matter. This, thus, prompts the contention that managers who can manage stress and other intense subject matters will be better at controlling them and lessening any related negative effects, causing Goleman et al (2002) to contend that enthusiastic insight is presently an essential capability for current pioneers. This contention is upheld by Hughes et al (2005), who use the hypothesis to contend that passionate knowledge will assist pioneers with improving their degree of comprehension of the enthusiastic practices and needs of employees, and consequently permit them to react to these issues in a strong way, fabricating a more certified relationship. This will hence, improve the capacity of managers to comprehend and address the reasons for stress, serving to pre-empt the rise of stress in the work environment. Managers would thus, be able to hope to build up their passionate insight to improve their management of stress.
Shockingly, while enthusiastic knowledge is one of the regions of management ability which is viewed as among the most conspicuous in the management of stress, it is additionally one of the most dubious. From one viewpoint, Sadri (2012, p. 535) states that "the segments of passionate knowledge incorporate with contemporary administration improvement rehearses", which underpins the contention that enthusiastic insight is critical to the advancement of powerful authority which can help oversee stress. In any case, exploration and contentions by both Antonakis et al (2009) and Lindebaum (2009) demonstrate that while there are solid hypothetical contentions for enthusiastic insight, there is restricted measurable proof to help these contentions. Specifically, Lindebaum (2009) contends that the estimation of passionate knowledge is commonly upheld using exaggerated cases around the estimation of this ability in the management of stress and accomplishment of positive employee results, nonetheless, the observational help for these contentions is exceptionally restricted. Accordingly, while the management of intense subject matters and their potential negative effects are broadly upheld in the writing as a strategy for overseeing employee stress, the presence of a solitary ability or capacity which can guarantee viable management of these unpredictable issues is less clear.
In conclusion, the literature indicates that there are a number of methods, techniques and approaches which can be used to ensure the effective management of stress. These include ensuring that line managers are empowered and trained in dealing with stress and are themselves protected from stress, and also ensuring that leadership styles are participative and transformational to ensure pressure to perform does not turn into high levels of stress. In addition to this, the organisation and its managers must support positive individual level factors such as work-life balance and a psychological contract or agreement which establishes clear expectations and meets said expectations. There is also a strong argument that leaders and managers need to develop higher levels of emotional intelligence if they are to understand employee needs and emotional requirements and thus, develop appropriate responses to address these needs and the stress they may cause. However, this argument is not well supported in the empirical literature, which indicates that the development of emotional intelligence may not be possible or feasible. Instead, managers should look to respond to each situation individually and manage the stress which can result in order to keep overall levels of stress in their organisation at an acceptable level.
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- Jeff Anim Boateng (Author), 2020, The Concept of Stress Management. An Advice to Managers on how to reduce Employee Stress, Munich, GRIN Verlag, https://www.grin.com/document/963343