Health and the Workplace (cont.)
Preventing job stress: Getting started
No standardized approaches or simple "how to" manuals exist for
developing a stress prevention program. Program design and appropriate
solutions will be influenced by several factors-the size and complexity of
the organization, available resources, and especially the unique types of
stress problems faced by the organization. In David's company, for example,
the main problem is work overload. Theresa, on the other hand, is bothered
by difficult interactions with the public and an inflexible work schedule.
Although it is not possible to give a universal prescription for
preventing stress at work, it is possible to offer guidelines on the process
of stress prevention in organizations. In all situations, the process for
stress prevention programs involves three distinct steps: problem
identification, intervention, and evaluation. These steps are outlined
beginning on page 17. For this process to succeed, organizations need to be
adequately prepared. At a minimum, preparation for a stress prevention
program should include the following:
- Building general awareness about job stress (causes, costs, and
control)
- Securing top management commitment and support for the program
- Incorporating employee input and involvement in all phases of the
program
- Establishing the technical capacity to conduct the program (e.g.,
specialized training for in-house staff or use of job stress
consultants)
Bringing workers or workers and managers together in a committee or
problem-solving group may be an especially useful approach for developing a
stress prevention program. Research has shown these participatory efforts to
be effective in dealing with ergonomic problems in the workplace, partly
because they capitalize on workers' firsthand knowledge of hazards
encountered in their jobs. However, when forming such working groups, care
must be taken to be sure that they are in compliance with current labor
laws.*
*The National Labor Relations Act may limit the form and structure of
employee involvement in worker-management teams or groups. Employers should
seek legal assistance if they are unsure of their responsibilities or
obligations under the National Labor Relations Act.
Next: Steps toward prevention »
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