DME, UET, Peshawar.

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Stress and safety

DME, UET, Peshawar 2

Stress and safety

Major Topics
• Workplace Stress Defined
• Common Causes of Workplace Stress
• Human Reactions to Workplace Stress
• Shift Work, Stress, and Safety
• Strategy for Improving safety by reducing workplace stress
• Stress in Safety Managers

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Workplace Stress Defined

Our emotions are affected in the workplace by social, occupational,

environmental, and psychological factors that we perceive as threats.
These perceived threats are external stimuli, and stress is the reaction
of the human body to these stimuli. The amount of stress felt depends
as much on the individual’s ability to deal with the external stimuli as
the relative intensity of the stimuli.
• Workplace stress involves the emotional state resulting from a
perceived difference between the level of occupational demand and
a person’s ability to cope with this demand. Because preparations
and emotions are involved, workplace stress is considered a
subjective state. An environment that a worker finds stressful may
generate feelings of tension, anger, fatigue, confusion, and anxiety.

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Example

• For example, the threat of falling out of a boat into the water would
cause more stress for a person who cannot swim than it would for a
person who is an accomplished swimmer. In this example, the water
is just as deep and the boat is just as far from shore for both
individuals, but the threat and the amount of stress it causes are less
for the one who can swim than for the non swimmer. This is because
of the good swimmer’s ability to deal with the threatening situation.
• The same rule of thumb can be applied to all perceived threats in the
workplace.

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Common Causes of Stress in the Work place
• The company was recently purchased by another company.
• Downsizing or layoffs have occurred in the past year.
• Employee benefits were significantly cut recently.
• Mandatory overtime is frequently required.
• Employees have little control over how they do their work.
• The consequences of making a mistake on the job are severe.
• Workloads vary greatly.
• Most work is machine paced or fast paced.
• Workers must react quickly and accurately to changing conditions.
• Personal conflicts on the job are common.
• Few opportunities for advancement are available
• Workers cope with a great deal of bureaucracy in getting work done.
• Staffing, money, or technology is inadequate.
• Pay is below the going rate.
• Employees are rotated among shifts.

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Human Reactions to Workplace Stress

Human reactions to workplace stress may be grouped into the

following categories:
• Subjective or emotional (anxiety, aggression, guilt);
• behavioral (accident proneness, trembling);
• cognitive (inability to concentrate or make decisions);
• physiological (increased heart rate and blood pressure);
• organizational (absenteeism and poor productivity).
Continual or persistent stress has been linked to many physiological
problems.

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SHIFT WORK, STRESS, AND SAFETY

• Shift work can require some employees to work when the majority
of people are resting.
• In some cases, shift work requires rotating between two or three
different starting times, which may vary by eight hours or more.
• Shift work has traditionally been required by the medical community,
the transportation industry, utilities, security, and, increasingly, by
retail sales.

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Strategy for Improving safety by reducing
workplace stress
The following strategies are recommended for reducing workplace stress.
• Management recognizes workplace stress and takes steps regularly to
reduce this stress.
• Mental health benefits are provided in the employee’s health insurance
coverage.
• The employer has a formal employee communications program.
• Employees are given information on how to cope with stress.
• Workers have current, accurate, and clear job descriptions.
• Management and employees talk openly with one another.
• Employees are free to talk with each other during work.
• Employers offer exercise and other stress-reduction classes.
• Employees are recognized and rewarded with nonmonetary prizes for their
contributions.
• Work rules are published and are the same for everyone.

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Strategy for Improving safety by reducing
workplace stress
• Child care programs are available.
• Employees can work flexible hours.
• Perks are granted fairly based on a person’s level in the organization.
• Workers have the training and technology access that they need.
• Employers encourage work and personal support groups.
• Workers have a place and time to relax during the workday.
• Elder care programs are available.
• Employees’ work spaces are not crowded.
• Workers can put up personal items in their work areas.
• Management appreciates humor in the workplace.

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 Stress in Safety Managers

• Safety and health management can be a stressful profession. As safety managers assess
the workplace for stress problems, they should remember that they too can become
victims of stress. Specific stressors for safety managers include:
• Overload
• Ever-changing safety regulations
• Communication problems with employees, managers, and supervisors
• Competing loyalties
Safety and health managers can cope with these four common triggers of stress by
applying the following strategies:
(1) Prioritize activities by focusing on those that present the most risk to the organization;
(2) Work closely with the organization’s legal staff and
subscribe to an online CD-ROM updating service;
(3) Formalize communication and hold regularly scheduled safety and health meetings for
all operating employees;
(4) Focus on the risks to the organization and refuse to take sides.

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Q/A Session

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