Workplace stressors and resulting consequences for mental and physical health are among the most challenging issues in occupational health and safety. Besides their detrimental impact on individual health, workplace Stressors can also negatively impact the efficiency of organizations, their bottom line, and national economies.
The psychosocial work environment includes organizational culture such as attitudes, values, beliefs, and daily practices within the organization that affect the mental and physical well-being of employees. Such factors are often referred to as workplace 'stressors.'
Workplace stressors arise from aspects related to poor job design, specific characteristics of the workplace, or few opportunities for career development. These aspects can exacerbate work-related stress and heighten the risk of exhaustion, burnout, anxiety, and depression including negative mental health outcomes, such as suicidal behaviors, violence, harassment at work, and bullying. Managing work-related workplace Stressors is not just a moral obligation and a good investment for employers, it is a legal imperative and a fundamental human right.
Research indicates that supportive work environments prioritizing mental health can lead to a 30% increase in productivity. This statistic emphasizes the direct link between mental well-being and the efficiency and success of a team. In addition to this, a study by Mind Share Partners, has revealed that employees who feel their mental health is supported are more likely to be engaged at work, fostering a more dynamic and innovative work environment. Companies, like Google understand the relationship between mental wellbeing and performance and are investing in employee Wellbeing and addressing workplace stressors by aligning its policies to facilitate this. In return Google identifies itself as one of the most sought-after companies to work at, attracting top talent and cultivating a culture that supports performance by understanding its most important asset, its people.
Below are some suggestions to assist in managing workplace stressors within your organization.
Work-life balance/integration
Work-life balance/integration is a state of well-being that allows a person to effectively manage his/her responsibilities at work, at home and within their community in harmony. Although work-life balance/ integration is different for everyone, the concept firmly believes that to achieve optimal health and wellbeing an individual must be able to create harmony between work and life or be able to integrate work and life. Recognizing the need for work-life balance/integration allows employees to feel valued and happier both at work and at home. This reduces stress and the possibility that home issues will influence work, or vice versa, allowing employees to maintain their concentration, confidence, responsibility, and sense of control at work. This results in enhanced employee well-being, commitment, job satisfaction, organizational citizenship behavior and job performance.
Civility and Respect
Civility and respect are based on showing esteem, care, and consideration for others, and acknowledging their dignity. A civil and respectful workplace is related to greater job satisfaction, greater perceptions of fairness, a more positive attitude, improved morale, better teamwork, greater interest in personal development, engagement in problem resolution, enhanced supervisor-employee relationships, and reduction in sick leave and turnover. Organizations characterized by civility and respect create a positive atmosphere of high spirits and work satisfaction. This civility allows people to enjoy the environment, whether they are employees, clients, or customers.
Clear Leadership and Expectations
Effective and ethical leadership supports employees in knowing what they need to do, how their work contributes to the organization and whether there are any impending changes. This increases employee morale, resiliency, and trust, and decreases employee frustration and conflict. Good leadership results in employees with higher job well-being, reduced sick leave, and reduced early retirements. A leader who demonstrates a commitment to maintaining his or her own physical and psychological health can influence the health of employees such as presenteeism and absenteeism as well as the health of the organization as a whole in terms of its productivity and bottom line.
Engagement
Employee engagement can be physical (energy exerted), emotional (positive job outlook and passion for their work) or cognitive (devote more attention to their work and be absorbed in their job). Engaged employees feel connected to their work because they can relate to, and are committed to, the overall success and mission of their company. Engagement is important for individual satisfaction and psychological health, and leads to an increase in profitability for companies, greater customer satisfaction, enhanced task performance, greater morale, greater motivation, and an increase in organizational citizenship behaviors.
Growth and Development
Growth and development are essential in every organization. This creates a healthy workspace that encourages and supports the development of their interpersonal, emotional and job skills. This provides a range of internal and external opportunities for employees to build their repertoire of competencies. This helps employees with their current jobs as well as prepares them for possible future positions.
Skill acquisition and career development directly enhance employee well-being. It is important to ensure that opportunities go beyond learning specific technical skills, and also include opportunities to learn personal and interpersonal skills. This enhances goal commitment, organizational commitment and job satisfaction as employees feel valued to be a part organization which cares and supports their growth and development.
Involvement and Influence
Opportunities for involvement can relate to an employee's specific job, the activities of a team or department, or issues involving the organization as a whole. When employees feel they have contributed meaningfully to their work they are more likely to be engaged, to have higher morale, and to take pride in their organization. This feeling in turn increases the willingness to make extra effort when required. Job involvement is associated with increased psychological well-being, enhanced innovation, and organizational commitment.
Organizational culture
Organizational culture is a basic assumption held by a particular group. These assumptions are a mix of values, beliefs, meanings, and expectations that group members hold in common and that they use as a guide to what is considered acceptable behavior and how to solve problems. Organizational trust is essential for any positive and productive social processes within any workplace. Trust is a predictor of cooperative behavior, organizational citizenship behaviors, organizational commitment, and employee loyalty. An organization that has a health-focused culture enhances employee well-being, job satisfaction and organizational commitment, which helps to retain and attract employees. A work culture with social support also enhances employee well-being by providing a positive environment for employees who may be experiencing psychological conditions such as depression and anxiety.
Protection of Physical Safety
This factor includes the work environment itself. Steps can be taken by management to protect the physical safety of employees. This includes policies, training, appropriate responses to incidents or situations identified as risks, and a demonstrated concern for employees' physical safety. Employees who work in an environment that is perceived as physically safe will feel more secure and engaged. Higher levels of confidence in safety protection at work results in lower rates of psychological distress and mental health issues. Safety is enhanced through minimizing hazards, training, response to incidents, and the opportunity to have meaningful input into workplace policies and practices.
Psychological Competencies and Demands
This refers to a good fit between employees' interpersonal and emotional competencies, their job skills, and the position they hold. A good fit means that the employees possess the technical skills and knowledge for a particular position as well as the psychological skills and emotional intelligence such as self-awareness, impulse control, persistence, self-motivation, empathy, and social deftness to do the job. A good job fit is associated with fewer health complaints, lower levels of depression, greater self-esteem, a more positive self-concept, enhanced performance, job satisfaction and employee retention.
Psychological Protection
Workplace psychological safety is demonstrated when employees are able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job, or their career. A psychologically safe and healthy workplace actively promotes emotional well-being among employees while taking all reasonable steps to minimize threats to employee mental health. When employees are psychologically protected, they demonstrate greater job satisfaction, enhanced team learning behavior, and improved performance. Employees are more likely to speak up and become involved. They show increased morale and engagement and are less likely to experience stress-related illness. Psychologically protected workplaces also experience fewer grievances, conflicts, and liability risks.
Psychological and Social Support
A workplace where co-workers and supervisors are supportive of employees' psychological and mental health concerns and respond appropriately as needed. Employees who feel they have psychological support have greater job attachment, job commitment, job satisfaction, job involvement, positive work moods, desire to remain with the organization, organizational citizenship behavior, and job performance.
Recognition and Reward
This element includes appropriate and regular financial compensation as well as employee or team celebrations, recognition of years served, acting according to organizational values, or milestones reached. Recognition and reward initiatives motivate employees, fuel the desire to excel, build self-esteem, encourage employees to exceed expectations and enhance team success. Employees receiving appropriate recognition and reward have more energy and enthusiasm, a greater sense of pride and participation in their work and are more likely to treat colleagues and customers with courtesy, respect and understanding.
Workload Management
A large workload is often described by employees as being the biggest workplace stressor. It is not only the amount of work that makes a difference but also the extent to which employees have the resources such as the time, equipment, and support to do the work well. Most employees are willing to work hard and feel a good day's work is fulfilling and rewarding however workload management is important because there is a unique relationship between job demands, intellectual demands and job satisfaction. Job demands reduce job satisfaction, while intellectual demands or decision-making latitude increase job satisfaction. Even when there are high demands, if employees also have high decision-making ability, they will be able to thrive. Having high decision-making latitude also allows for positive coping behaviors to be learned and experienced.
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Mind Matters at work advocates for the inclusion of mental health at work, addressing the barriers that obstruct the cultivation of a healthy workforce and solutions that enable an environment for change. A happy and healthy workforce is the foundation for thriving organizations and healthier communities.
Sources:
CCOHS. (2023). Canadian Centre for Occupational Health and Safety. https://www.ccohs.ca/oshanswers/psychosocial/mh/mentalhealth_risk.html
Mental health at work: policy brief ISBN (WHO) 978-92-4-005794-4 (electronic version)
MSP. (2021). Mind Share Partners.
Author: Naseeba Hoosen
Naseeba Hoosen is an aspiring Industrial and Organizational Psychologist. She holds a Bachelor of Commerce Honours in Industrial and Organizational Psychology (Cum Laude) from the University of South Africa (UNISA) and a Bachelor of Social Sciences degree in Industrial and Organizational Psychology from the University of KwaZulu-Natal (UKZN).
Naseeba has a strong passion towards the re-humanization of the workforce with a focus on career development and wellbeing in the workplace, by providing individual, group and organizations development solutions to human capital challenges and advocating for the inclusion of mental health in the workplace. She has gained extensive experience within the NGO sector, applying a solutionist approach to real life challenges, creating, and coordinating meaningful campaigns which provided humanitarian relief, advocacy, research, and facilitation on social issues. In addition to this, Naseeba works closely with likeminded individuals in identifying gaps within an unequal society to create resourceful solutions that motivate, inspire, and educate youth in life skills and personal and professional leadership development to enhance their employability and become an agent of change.
Naseeba is committed to working in various settings and socio-economic contexts with the purpose of assisting individuals to make meaningful occupational, educational, and developmental choices to manage their career and lives.
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