The paper “ Effects of Work-Related Stress and How They Can Be Reduced” is a thrilling example of a literature review on human resources. The focus upon work-related stress has been of growing concern both in the professional and scholarly domains. The problem has grown around the world and has affected not only the well being of the contemporary workforce but also the organizational performance of most firms (Joseph, 2013). Work-related stress arises from work demands in different situations and combinations that exceed an individual’ s competency and capacity to cope.
The most common industrial dispute is rampant absenteeism, which has highly impacted the productivity of most organizations and thus the economy of various countries (Joseph, 2013). At a glance, some of the causes of work-related or occupational stress include long working hours, lack of autonomy, job insecurity, inadequate working environment and equipment, poor motivation, organizational changes, harassment by the management, tight deadlines and over-supervision among others (Joseph, 2013; Colligan & Higgins, 2005). With the contemporary workforce being vulnerable to stress, organizations’ management has devised ways to curb this issue of work-related stress.
This paper evaluates the effects of work-related stress in organizations and the possible ways of reducing it. Effects of Work-Related StressThere are a plethora of effects that arise from work-related stress. This in part is on the employee and the organization. First off, work-related stress is often contagious in away. When the employees discuss amongst themselves issues such as job security, job design and therefore satisfaction, they are able to develop some resistance to the management (Bashir & Ramay, 2010). As a result, the employees will start absconding from performing their duties.
The impact of this is that the employees will start being absent and reporting late to work. When there is absenteeism at the workplace, the productivity of the organization is also affected (Joseph, 2013). The work that was supposed to be covered by the absent employee (s) will have to be allocated to some who possibly lack the know-how in that field (Colligan & Higgins, 2005). Additionally, the employees will consider this unpleasant experience in one organization and tender in their resignation. This mainly occurs when the employees consider retirement or look for new jobs. There are associated costs the organization incurs with work-related stress.
When an organization loses experienced employees, its talent pool is destabilized and thus production (Bashir & Ramay, 2010). Such organizations will have to re-budget for the processes of recruitment, selection, training, and development that usually cost the organization time, resources and money (Joseph, 2013). When there is also high turnover rates, the cost of replacing stressed employees could be so high. The time lost in this whole process could be leveraged for the productivity of the organization (Bashir & Ramay, 2010).
Most organizations’ performances have reduced or impacted as a result of work-related stress. Work-related stress has been associated with accidents due to human error. When a worker is stressed they lack the capacity to cope with the current situations at work (Colligan & Higgins, 2005). The workers are therefore likely to work with the aim of impressing the management. Joseph (2013) notes that when the employees do this, they are very likely to cause mishaps involuntarily that can jeopardize the other employee’ s lives as well as cause loss to the organization.
Some of the employees always feel negative, lack enthusiasm and empathy (Joseph, 2013). This is usually the cause of intentional accidents due to a lack of cognitive capacity (Kortum et al, 2010). A good example is where a pilot deliberately brings down a plane to punish the organization.