Mustafa Bin Mohamed Kasim 760805-08-5059

EXECUTIVE BACHELOR IN PLANTATION MANAGEMENT MODULE OSHA

ASSIGNMENT

In the present economic condition, personal problems that people have at home and workplace are seen to be rising and intense stress to employees as well as employers. Excessive stress interferes with productivity and reduces physical and emotional health. Thus it is important to find way to keep control.

REQUIREMENT

1. Define what stress is 2. Literature review of workplace stress 3. As an employer how can you identify the warning signs and symptoms of workplace stress. Explain. 4. Examine and elaborate the possible accidents that might happen at a workplace as a result of stress. 5. Propose suitable methods that can reduce job stress at the workplace.

1 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

Introduction
DEFINE WHAT IS STRESS?

Stress is the debilitating effects caused by constant pressure both at work and home, are a modern phenomenon. However, stress, or at least temporary stress, is a very necessary part of our lives. One important function of short-term stress is to channel our resources to deal with challenging or even life threatening situations. Temporary stress, therefore, allows us an extra turn of speed in escaping danger it increases the speed of our reactions when, for example, avoiding a collision while driving; it recharges a mentally or physically exhausted body to cope with greater challenges, and boosts an athlete's performance during an important event.

Literature review
1. Hans Selye was one of the founding fathers of stress research. His view in 1956 was that "stress is not necessarily something bad it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental." Selye believed that the biochemical effects of stress would be experienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have rarely been observed in positive situations. The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that stress is a condition or feeling experienced when a person perceives that "demands exceed the personal and social resources the
2 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

individual is able to mobilize." In short, it's what we feel when we think we've lost control of events. This is the main definition used by this section of Mind Tools, although we also recognize that there is an intertwined instinctive stress response to unexpected events. The stress response inside us is therefore part instinct and part to do with the way we think.

2. Stress can hit anyone at any level of the business and recent research shows that work related stress is widespread and is not confined to particular sectors, jobs or industries. HSE's formal definition of work related stress is: "The adverse reaction people have to excessive pressures or other types of demand placed on them at work." Stress is not an illness it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop. Well-designed, organised and managed work is generally good for us but when insufficient attention to job design, work organisation and management has taken place, it can result in Work related stress. Work related stress develops because a person is unable to cope with the demands being placed on them. Stress, including work related stress, can be a significant cause of illness and is known to be linked with high levels of sickness absence, staff turnover and other issues such as more errors. There is a difference between pressure and stress. Pressure can be positive and a motivating factor, and is often essential in a job. It can help us achieve our goals and perform better. Stress occurs when this pressure becomes excessive. Stress is a natural reaction to too much pressure.

3 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

3. Stress affects people in different ways and what one person finds stressful can be normal to another. With each new situation a person will decide what the challenge is and whether they have the resources to cope. If they decide they don't have the resources, they will begin to feel stressed. How they appraise the situation will depend on various factors, including:

their background and culture; their skills and experience; their personality; their personal circumstances; their individual characteristics; their health status; their ethnicity, gender, age or disability; and other demands both in and outside work.

As a manager you have a duty to ensure that work does not make your team ill. Understanding how to spot the signs of stress in your team, and then know what to do to reduce stress, will help you achieve this. "For me it was a new boss. I found myself crying 'cos I couldn't keep up suddenly. Stress is where you can't cope, there's too much and you don't know what to focus on any more." (Employee, London)

4. The nature of work is changing at whirlwind speed. Perhaps now more than ever before, job stress poses a threat to the health of workers and, in turn, to the health organizations. Through its research program in job stress and through educational materials such as this booklet, NIOSH is committed to providing organizations with knowledge to reduce this threat.

4 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

This publication highlights knowledge about the causes of stress at work and outlines steps that can be taken to prevent job stress. Publication No. 99-101 was prepared by a NIOSH working group: Steven Sauter - Lawrence Murphy - Michael Colligan - Naomi Swanson - Joseph Hurrell, Jr. - Frederick Scharf, Jr. - Raymond Sinclair Paula Grubb - Linda Goldenhar - Toni Alterman - Janet Johnston - Anne Hamilton - Julie Tisdale

5. At the most basic level occupational stress can be defined as stress involving work. According to the current World Health Organization's (WHO) definition, occupational or work-related stress "is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope. " Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance, higher absenteeism, less work productivity or even injury.[5] Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease,[6] or in extreme cases death.

(WIKIPEDIA)
5 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

6. According to online health coaching firm SelfHelpWorks, unexpectedly high participant enthusiasm indicates that a new version of its online stress management course, LivingEasy, may provide a viable workplace solution for what the World Health Organization has called the 'health epidemic of the 21st century'. According to the American Institute of Stress, workplace stress is estimated to cost American businesses up to $300 billion a year. San Diego, California (PRWEB) October 17, 2013 Unexpectedly high participant enthusiasm indicates that a new version of the SelfHelpWorks online stress management course, LivingEasy, may provide a viable corporate solution to a costly workplace issue that the World Health Organization has called the health epidemic of the 21st century. According to the American Institute of Stress, workplace stress is estimated to cost American businesses up to $300 billion a year in absenteeism, accidents, lost productivity, medical costs, etc., said Lou Ryan, SelfHelpWorks founder and CEO. The problem is, how do you get busy employees away from their desks long enough to attend a stress management course? Thats one of the reasons weve had such success our health coaching courses simulate live seminars but theyre 100% digital so theyre delivered online, right to the employees desktop. So employees can log in whenever its convenient for example, during lunch break. All they have to do is click Start a Session and the software does the rest. Based on comparative annual Health Risk Assessment scores compiled by a large wellness program that offers the SelfHelpWorks courses, 47 percent of those who took the original LivingEasy course reported that they had lower stress levels the next year. At a cost of less than $50 per successful intervention in this particular clients case, the benefits speak for themselves, said Ryan. But we thought we could do even better and based on feedback from participants taking the new version of LivingEasy, I think weve hit a home run.

6 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

In addition to the latest interactive multimedia technologies and a fresh new look, SelfHelpWorks has incorporated some important enhancements based on participant feedback received over the years. For example, LivingEasy used to consist of four long sessions. But its now eight shorter sessions, making each session easier for busy employees to complete during limited periods during lunch or breaks. Workplace stress is terribly costly to our nation, said Ryan. Not only financially but also in things like lowered quality of life and disruption of the family unit. This is a problem we should all be tackling and in my mind, the convenience and affordability of digital health coaching courses such as LivingEasy makes them a viable solution. Wellness program managers who are interested in learning more are welcome to contact SelfHelpWorks to request a demo of the LivingEasy stress management course. 7. Numerous studies show that job stress is far and away the major source of stress for American adults and that it has escalated progressively over the past few decades. Increased levels of job stress as assessed by the perception of having little control but lots of demands have been demonstrated to be associated with increased rates of heart attack, hypertension and other disorders. In New York, Los Angels and other municipalities, the relationship between job stress and heart attacks is so well acknowledged, that any police officer who suffers a coronary event on or off the job is assumed to have a work related injury and is compensated accordingly (including heart attack sustained while fishing on vacation or gambling in Las Vegas). Although the Institute is often asked to construct lists of the most and least stressful occupations, such rankings have little importance for several reasons. It is not the job but the person-environment fit that matters. Some individuals thrive in the time urgent pressure cooker of life in the fast lane, having to perform

7 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

several duties at the same time and a list of things to do that would overwhelm most of us provided they perceive that they are in control. They would be severely stressed by dull, dead end assembly line work enjoyed by others who shun responsibility and simply want to perform a task that is well within their capabilities. The stresses that a policeman or high school teacher working in an inner city ghetto are subjected to are quite different than those experienced by their counterparts in rural Iowa. It is necessary to keep this in mind when sweeping statements are made about the degree of stress in teachers, police personnel, physicians and other occupations. Stress levels can vary widely even in identical situations for different reasons. Stress is a highly personalized phenomenon and can vary widely even in identical situations for different reasons. One survey showed that having to complete paper work was more stressful for many police officers than the dangers associated with pursuing criminals. The severity of job stress depends on the magnitude of the demands that are being made and the individuals sense of control or decisionmaking latitude he or she has in dealing with them. Scientific studies based on this model confirm that workers who perceive they are subjected to high demands but have little control are at increased risk for cardiovascular disease.

8 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

SOURCE OF STRESS

Demands: Employees indicate that they are able to cope with the demands of their jobs. Control: Employees indicate that they are able to have a say about the way they do their work. Support: Employees indicate that they receive adequate information and support from their colleagues and superiors. Relationships: Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work. Role: Employees indicate that they understand their role and responsibilities. Change: Employees indicate that the organisation engages them frequently when undergoing an organisational change.
9 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

It is important to understand each of the six factors and how they are related to each other, as this can influence the amount of stress an individual experiences:

A person can reduce the impact of high demands if they have high control over their work.

The impact of high demands and low control can be reduced by having high levels of support, either from colleagues or from you as a manager.

Relationships can be one of the biggest sources of stress, especially where there are problems like bullying and harassment.

Problems with role are probably the easier problems to solve. Change does not have to be at an organisational level to have an impact on individuals or teams, for example, changes in team members, line managers or the type of work or technology used by the team can be just as stressful.

Understanding that these six factors can cause stress for employees can help employers and managers answer the questions:

Does my organisation or team have a problem with stress? If 'yes', what do I need to do or change to reduce that stress? If 'no' what do I need to do to prevent stress becoming a problem in the future?

Job Conditions That May Lead to Stress

The Design of Tasks. Heavy workload, infrequent rest breaks, long work hours and shiftwork; hectic and routine tasks that have little inherent meaning, do not utilize workers' skills, and provide little sense of control. Example: David works to the point of exhaustion. Theresa is tied to the computer, allowing little room for flexibility, self-initiative, or rest.

10 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

Management Style. Lack of participation by workers in decision- making, poor communication in the organization, lack of family-friendly policies. Example: Theresa needs to get the boss's approval for everything, and the company is insensitive to her family needs.

Interpersonal Relationships. Poor social environment and lack of support or help from coworkers and supervisors. Example: Theresa's physical isolation reduces her opportunities to interact with other workers or receive help from them.

Work Roles. Conflicting or uncertain job expectations, too much responsibility, too many "hats to wear." Example: Theresa is often caught in a difficult situation trying to satisfy both the customer's needs and the company's expectations.

Career Concerns. Job insecurity and lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared. Example: Since the reorganization at David's plant, everyone is worried about their future with the company and what will happen next.

Environmental Conditions. Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems.

11 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

Accident that might happen as result of stress

Ongoing work stress experienced by a person can have negative effects on the individuals involved . Work stress can be classified into three categories with symptoms of effects on physiological, psychological and behavioral . Physiological effects and symptoms are divided into short-term effects such as headaches and long-term effects such as ulcers, high blood pressure and heart attacks as well as unpredictable effects such as experiencing stomach acid. Psychological impact was like experiencing apathi , become forgetful , feeling disaffected and disturbed . While the effects in terms of behavior including loss of appetite, or lack of weight gain, changes in smoking habits , drinking habits change in hard and sudden changes in appearance themselves .

Keep in mind that almost all of the body systems involved to respond to stress . However, the response by the cardiovascular system , digestion , muscles are the most significant . This reaction is known as the fight or dodge . Regardless of the type of stress experienced , the body responds in a similar manner that the increased blood flow to the heart muscle , increase blood pressure and produce adrenaline into your system . Slow down the digestive system and the muscles become tense, ready to serve or fight .

In terms of the effect or impact , stress symptoms can be classified into two parts , namely the effects on the individual and the impact on the organization . The impact on individuals is divided into three parts, health , psychology and behavior. The impact on health is like suffering from heart disease , stroke , back pain, ulcer , headache and skin diseases . The psychological effect is family problems , sleep disorders , sexual dysfunction and depression . Effects on behavior are as strong smoking , excessive consumption of alcoholic beverages , drugs , violence and loss of appetite or increase dramatically. While the impact on the organization also is absent from work , a decrease in job performance , motivation , no satisfaction or pleasure to work and hostility among employees.

12 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

SUITABLE METHOD THAT CAN REDUCE JOB STRESS AT WORKPLACE

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)

13 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

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.

Low morale, health and job complaints, and employee turnover often provide the first signs of job stress. But sometimes there are no clues, especially if employees are fearful of losing their jobs. Lack of obvious or widespread signs is not a good reason to dismiss concerns about job stress or minimize the importance of a prevention program.

Step 1 - Identify the Problem. The best method to explore the scope and source of a suspected stress problem in an organization depends partly on the size of the organization and the available resources. Group discussions among managers, labor representatives, and employees can provide rich sources of information. Such discussions may be all that is needed to track down and remedy stress problems in a small company. In a larger organization, such discussions can be used to help design formal surveys for gathering input about stressful job conditions from large numbers of employees. Regardless of the method used to collect data, information should be obtained about employee perceptions of their job conditions and perceived levels of stress, health, and satisfaction. The list of job conditions that may lead to stress and the warning signs and effects of stress provide good starting points for deciding what information to collect. Objective measures such as absenteeism, illness and turnover rates, or performance problems can also be examined to gauge the presence and scope of job stress. However, these measures are only rough indicators of job stress-at best. Data from discussions, surveys, and other sources should be summarized and analyzed to answer questions about the location of a stress problem and job conditions that may be responsible-for example, are problems present throughout the organization or confined to single departments or specific jobs?

14 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

Hold group discussions with employees.

Design an employee survey.

Measure employee perceptions of job conditions, stress, health, and satisfaction.

Collect objective data.

Analyze data to identify problem locations and stressful job conditions.

Step 2 - Design and Implement Interventions. Once the sources of stress at work have been identified and the scope of the problem is understood, the stage is set for design and implementation of an intervention strategy. In small organizations, the informal discussions that helped identify stress problems may also produce fruitful ideas for prevention. In large organizations, a more formal process may be needed. Frequently, a team is asked to develop recommendations based on analysis of data from Step 1 and consultation with outside experts. Certain problems, such as a hostile work environment, may be pervasive in the organization and require company-wide interventions. Other problems such as excessive workload may exist only in some departments and thus require more narrow solutions such as redesign of the way a job is performed. Still other problems may be specific to certain employees and resistant to any kind of organizational change, calling instead for stress management or employee assistance interventions. Some interventions might be implemented rapidly (e.g., improved communication, stress management training), but others may require additional time to put into place (e.g., redesign of a manufacturing process). Before any intervention occurs, employees should be informed about actions that will be taken and when they will occur. A kick-off event, such as an all-hands meeting, is often useful for this purpose.

Target source of stress for change.

15 OSHA EBM PLANTATION MANAGEMENT AEU

Mustafa Bin Mohamed Kasim 760805-08-5059

Propose and prioritize intervention strategies.

Communicate planned interventions to employees.

Implement interventions.

Step 3 - Evaluate the Interventions. Evaluation is an essential step in the intervention process. Evaluation is necessary to determine whether the intervention is producing desired effects and whether changes in direction are needed. Time frames for evaluating interventions should be established. Interventions involving organizational change should receive both short- and long-term scrutiny. Short-term evaluations might be done quarterly to provide an early indication of program effectiveness or possible need for redirection. Many interventions produce initial effects that do not persist. Long-term evaluations are often conducted annually and are necessary to determine whether interventions produce lasting effects. Evaluations should focus on the same types of information collected during the problem identification phase of the intervention, including information from employees about working conditions, levels of perceived stress, health problems, and satisfaction. Employee perceptions are usually the most sensitive measure of stressful working conditions and often provide the first indication of intervention effectiveness. Adding objective measures such as absenteeism and health care costs may also be useful. However, the effects of job stress interventions on such measures tend to be less clear-cut and can take a long time to appear.

Conduct both short- and long-term evaluations.

Measure employee perceptions of job conditions, stress, health, and satisfaction.

Include objective measures.

Refine the intervention strategy and return to Step 1.

16 OSHA EBM PLANTATION MANAGEMENT AEU