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Emerging approaches to workplace stress

Emerging approaches to workplace stress. E. Kevin Kelloway, Ph.D. Professor of Management and Psychology. Stress. Identified as an epidemic by NIOSH One of the 10 leading causes of workplace death (NIOSH) Estimated to cost CANADIAN economy $16 billion/year (maybe up to $33 billion).

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Emerging approaches to workplace stress

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  1. Emerging approaches to workplace stress E. Kevin Kelloway, Ph.D. Professor of Management and Psychology

  2. Stress • Identified as an epidemic by NIOSH • One of the 10 leading causes of workplace death (NIOSH) • Estimated to cost CANADIAN economy $16 billion/year (maybe up to $33 billion)

  3. One firm’s experience • 8500 employees • Absenteeism rate is 10-12 days/year per employee (estimated that at least 40% is stress-related) • LTD claims increased 90% in last year • Health benefit claims from $4.8 million to $6.4 million • Main costs are drugs for cardiovascular conditions (e.g., beta blockers) and anti-depressants.

  4. Effects of work stress • Psychological – affect (depression) & cognition (cognitive failures) • Physical – minor symptoms, CHD, immune suppression • Behavioral – substance use, lifestyle factors, family factors • Organizational – absenteeism, presenteeism, turnover, job performance, safety, interpersonal relations

  5. TRADITIONAL (NIOSH) Work Load and Pace Role Stressors Career Issues Work Scheduling Interpersonal Job Content Control Work-Family Balance NEW (HANDBOOK) Cyber-stressors Terrorism Change Workplace Violence Leadership Industrial Relations Disasters Sources

  6. A Basic Model Stressor Stress Strain Individual

  7. How Do We Deal With Workplace Stress? Some Models

  8. The US Model : Public Health (NIOSH) • Stressor  Stress  Strain • Primary Prevention • Secondary Prevention • Tertiary Prevention • Stress as a compensable condition in some jurisdictions • “We are not aware of any epidemic in the course of human history that has been eliminated through treatment”

  9. The UK Model:Stress as a Hazard (HSE) • Control/eliminate the hazard at source • Protect individuals from exposure- reduce the effects of exposure (PPE) • Provide care for the injured • Stress as a compensable condition • All are needed – which is most effective?

  10. The Canadian Model ?

  11. FOCUS Emphasis on prevention (hazard recognition and control) Need to Understand stress and how to deal with it in organizations IMPLICATION Need for regular assessment – benchmarks/standards Need for training for organizational members Need for professional education in work stress Need for evaluation Common features

  12. Beyond Stress: Toward Healthy Organizations Lack of stress ≠ health

  13. YOU CANNOT UNDERSTAND HEALTH BY STUDYING SICKNESS. You do not get healthy, happy employees by focusing on stressors in the workplace

  14. Some examples of a positive focus: • Gallup studies – employee engagement is linked to productivity, customer loyalty, firm profitability, turnover and safety • VanKatwyk, Spector, Fox & Kelloway New focus in job attitudes – affect and arousal – we don’t want satisfied employees, we want employees that are motivated, energized, excited. • Barling, Kelloway & Francis - Employees that LOVE their jobs (COMMITMENT TO ORGANIZATION; PASSION FOR THE WORK; CLOSE RELATIONSHIPS WITH THE PEOPLE)

  15. How do we get there?

  16. A MODEL OF HEALTHY WORK Transformational leadership Job Challenge The Social Environment Healthy Workplace Control

  17. How do the elements exert their effects? Elements of a healthy workplace I love my job! Positive outcomes Job Challenge Control Social Environment Transformational Leadership Commitment • • Mental wellness • • Physical well-being • • Productivity • Lower absence • Lower LTD use • Employee retention • • Service quality Passion Intimacy

  18. Thank you!

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