Psychosocial Factors: Stress and Health Management

Dr. Suman Mukhopadhyay Assistant Professor, National Institute of Industrial Engineering (NITIE), Mumbai

Goal of Every Industry.

Increased Productivity

Factors.You wish you could Control

Im Stress

Increased Productivity

Other Factors

Stress
An individuals adaptive response to changes in the environment that place demands on the individual.
People adapt in many different ways
Functional Dysfunctional

The stimuli that induce stress are called stressors Stress may be physical or psychological

TYPES OF STRESS

Negative stress Positive stress

To be or not to be..

NEGATIVE STRESS Distress

Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.

POSITIVE STRESS EuStress

Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.

Positive versus Negative Stress

Positive stress
Feelings of excitement & anticipation Creativity is heightened Coping skills learned and adapted quickly Ability to process information rapidly increases Perception narrows, concentration increases Heightened physical stamina Bonding increases

Negative Stress
Feelings of anxiety and uncertainty Creativity is stunted Coping skills are overwhelmed Ability to process information is stunted Perception narrows Easily distracted by surrounding stimuli Somatic symptoms Conflict and blaming occur

Typical Relationship Between Performance and Stress

High (excellent) Too Little Stress Optimum Stress Excessive Stress

Low (poor)

Level of Performance

Low

Amount of Stress

High

The Stressors

Stress is not caused by any external factor. It is created by oneself by the way one perceives about the external factors. The situations in which most of the people tend to get stressed are called stressors. Stressor is an agent, condition, or other stimulus that causes stress to an organism.

Causes of Stress
Causes
Life Changes

Consequences
Burnout

Life Stressors

Life Trauma
Individual Consequences
Task Demands: Occupation Security Overload Physical Demands: Temperature Office Design

Behavioral Psychological

Experience Stress

Medical Organizational Consequences Decline in performance Turnover & absenteeism Decreased motivation & satisfaction

Organizational Stressors

Role Demands: Conflict Ambiguity Overload Interpersonal Demands: Group Pressures Leadership Style Personalities

Work/Organizational Stress.
It 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. Little or no support from employers and colleagues makes the situation worse.

Confusion
There is often confusion between work pressure or challenge and stress and sometimes it is used to excuse bad management practice. Pressure at workplace is unavoidable due to demands of the contemporary work environment.

Pressure perceived as acceptable by an individual, may even keep workers alert, motivated, able to work and learn, depending on the available resources and personal characteristics.
When the pressure becomes excessive or otherwise unimaginable it leads to stress. Stress can damage your workers health and your business performance.

Healthy Job ???

According to WHO (1986), health is not merely the absence of disease or infirmity but a positive state of complete physical, mental and social well-being.
A healthy job is one where the pressure on employees are appropriate in relation to their abilities and resources, to the amount of control they have over their work and the support they receive from people who matter.

Healthy Working Environment

A healthy working environment is one in which there is not only an absence of harmful conditions but an abundance of health promoting ones. It is one where the staff have made health and health promotion a priority and part of their working lives.

A Continuous Balancing Act !!!

Job Stress
The goal is to manage our job stress before it manages us!

Etiology of Work & Lifestyle Stress

Work overload Time pressure and deadlines Work-related travel Long working hours Taking my work home Inadequately trained subordinates My beliefs conflicting with those of the organization Interpersonal relations

Keeping up with new technology Dealing with environment groups My spouses attitude towards my work/career Demands of work on my relationship with my family Demands of work on my private and social life

Threat of job loss

Dealing with unions Lack of power and influence

Lack of career development

Causes of Workplace Stress

Stress at work often occurs when the pressure to perform is greater than the available resources and/or the capability. Job Insecurity
High Demand for performance Technology Workplace culture

Economic Burden of Stress

Included in Costs of Stress

Absenteeism (occupational & non-occupational) Turnover Productivity Accidents Injuries Illnesses (premiums, taxes, health office) Creativity and Quality Customer relations Substance abuse

One Nation Under Stress

Corporate Mergers Corporate Downsizing Stock Market Jitters Urban Sprawl 24/7 Accessibility Global Terrorism Techno stress Health Care Reform Pension & Benefit Issues Global Warming Privacy issues

 Americans are working longer and harder. During the 1990s, the U.S. economy has created 6 million jobs, but the increased work load is equal to 8 million jobs.

According to the National Institute of Occupational Safety and Health, 46% of working adults view their jobs as very stressful or extremely stressful.
A survey by the American Management Association found that 81% percent of respondents suffer from the ill effects of stress at least once a week. In a survey of medical and personnel directors of Fortune 1,000 companies, 70% said mental health problems were fairly or very pervasive. Stress costs employers about $150 billion annually in workers compensation claims, absenteeism, turnover, and health and disability claims, reducing profits by about 10%.

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Costs of Stress
EU = 20bil euros yearly US = $200-350 billion yearly Great Britain = $64.8-66.1 bil yearly Japan = $232 bil yearly Canada = $33 bil yearly

Impact of Stress Costs: What does it mean?

Employer Size

Total Costs due to Stress

100 employees
1000 employees

$894,660.00
$8,946,600.00

Scope of Problem
3 billion people work daily 3-12 hours per day 2-6 days per week 45-52 weeks per year 45 years Exposure to work environment Exposure to stress?

Recognition of Stress Impact

US = Healthy People 2010 EU= reports calling for minimization of stress on the job UK = Standards for Stress with goals Japan= karoshi (suicide from work-related stress) United Nations = disease of century WHO = world wide epidemic

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Worldwide facts and figures: 121 million people suffer from depression 1 million people die from suicide every year 10-20 million people attempt suicide

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Absenteeism
Non-occupational absenteeism:
5 paid days per year 75% stress related 3.75 days lost $122.57 daily due to stress wages $459.64 per year per employee

Occupational absenteeism:
.74 days per year 75% stress related .55 days lost due to stress $122.57 daily wages $68.03 per year per employee

TOTAL WAGE COST IN ABSENTEEISM PER EMPLOYEE PER YEAR: $527.67

Substance Abuse
18% of employees abuse substances 40% Productivity Loss 7.2% productivity loss for all employees $31,868.20 annual wages $2,294.51 per year per employee

Other Stress Behaviors

12% reduced productivity due to stress $31,868.20 annual wages $3,824.18 per year per employee

Cost of Health Insurance

$1.87 per hour per employee for health insurance $3,403.40 per year per employee 90% utilization for primary care = $3063.06 75% primary care stress related $2,297.30 per year per employee

Indian ScenarioStart Worrying!!!

According to the World Health Organization (2005), the estimated loss in Indias national income due to heart diseases, hypertension and diabetes in 2005 was US $9 billion compared to US $3 billion for Brazil. These losses are projected to exceed US $200 billion in the next decade, unless preventive measures are taken in which case, an accumulated economic growth of US $15 billion can be expected.

Indian ScenarioStart Worrying!!!

It is projected that India will lose US $23 billion annually in foregone income over the decade 2005 and 2015 owing to deaths relating to just three chronic diseases. Income loss as a percentage of GDP for populous countries like India will be high, around 1.27 per cent in 2015.

This loss in income is attributed to labour units lost on account of death from chronic disease as well as the medical expenditure to treat these conditions. Study has estimated that a 2 per cent reduction in chronic disease death rates annually between 2005 and 2015 will result in an accumulated income gain of US $15 billion in India.

Estimates of losses in national income due to chronic diseases

Response To Stress

Effects of Stress
Physiological effects
Increased blood pressure, increased heart rate, sweating, hot and cold spells, etc.

Emotional effects
Anger, anxiety, depression, lowered self-esteem, etc.

Behavioral effects
Poor performance, absenteeism, high accident rates, high turnover rates, etc.

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Impacts of Stress
Health problems
Coronary heart disease, back pain, headaches, etc.

Impact on the organization Increased health insurance costs and lost work days Over 75% of industrial accidents are rooted in stress Stress-related workers compensation claims

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GENERAL ADAPTATION SYNDROME

Alarm response
Adaptation Exhaustion

General Adaptation Syndrome

The general adaptation syndrome (GAS)
Eustress = stress triggered by a pleasant stressor Distress = stress triggered by an unpleasant stressor

Stages of GAS
Alarm = fight-or-flight reaction Resistance = new level of homeostasis characterized by increased resistance to stress Exhaustion = life-threatening physiological exhaustion

ALARM RESPONSE

This is the Fight or Flight response that prepares the body for immediate action.

ADAPTATION PHASE

If the source persists, the body prepares for longterm protection, secreting hormones to increase blood sugar levels. This phase is common and not necessarily harmful, but must include periods of relaxation and rest to counterbalance the stress response. Fatigue, concentration lapses, irritability and lethargy result as the stress turns negative.

EXHAUSTION In chronic stress situations, sufferers enter the exhaustion phase: emotional, physical and mental resources suffer heavily, the body experiences adrenal exhaustion leading to decreased stress tolerance, progressive mental and physical exhaustion, illness and collapse.

General Adaptation Syndrome

The Physiology of Stress: Neuro-endocrine model

fight-or-flight response : Walter Cannon

Our bodys automatic response when we perceive a threat

or danger and helps us to survive.
The initiation of the stress response

Activation of the hypothalamic-pituitary axis (HPA axis)

Turning on of the sympathetic autonomic nervous system (ANS).

Sympathetic activation of adrenal medula (SAM axis): Secretion of epinephrine, norepinephrine and cortisol from adrenal gland

The Physiology of Stress: endocrine model

Release of corticotrophin releasing hormone (CRH) from hypothalamus.

Release of adrenocorticotropin (ACTH) from pituitary gland

Secretion of epinephrine, norepinephrine and cortisol from adrenal gland

Physical Response to Stressors = Fight-orFlight Reaction

Key chemical messengers during the stress response
Norepinephrine = neurotransmitter released by the sympathetic division to increase body functions; increases attention, awareness, alertness

Epinephrine = hormone secreted by the inner core of the adrenal gland

Cortisol = steroid hormone secreted by the outer layer of the adrenal gland Endorphin = brain secretions that have pain-inhibiting effects

Physical Response to Stressors: Fight-or-Flight Reaction

Together, the nervous system and the endocrine system prepare the body to respond to a stressor The physiological response is the same regardless of the nature of the stressor Once a stressful situation ends, the parasympathetic division returns the body to homeostasisa state of stability and consistency in an individuals physiological functioning The fight-or-flight reaction is often inappropriate for dealing with the stressors of modern life, many of which do not require a physical response

Fight-or-Flight Reaction

Fight-or-Flight Reaction

Actions of the Sympathetic and Parasympathetic Divisions of the ANS

The Physiology of Stress

The net result is a sympathetic autonomic nervous system mediated response which includes: 1. Increased central nervous system (CNS) activity 2. Increased mental activity 3. Increased secretion of epinephrine, norepinephrine and cortisol 4. Increased heart rate 5. Increased cardiac output 6. Increased blood pressure

7. Increasing breathing rate 8. Breathing airways dilate 9. Increased metabolism 10. Increased oxygen consumption 11. Increased oxygen to the brain 12. Blood shunted away from the digestive tract and directed into the muscles and limbs 13. Increased muscle contraction

14. Increased blood coagulation 15. Increased circulation of free fatty acids 16. Transient increase in blood cholesterol 17. Increased blood sugar released by the liver to provide fuel for the muscles 18. Release of endorphins from the pituitary gland 19. Pupils of the eyes dilate 20. Piloerection

21. Reduction in blood viscosity 22. Increased brain wave activity 23. Sweat glands increase secretion 24. Increased secretion from apocrine glands resulting in foul body odor 25. Peripheral vasoconstriction 26. Immune system is suppressed 27. Kidneys decrease output 28. Bowel and bladder sphincter close 29. Saliva dries up (mouth becomes dry) 30. Decreased perception of pain

Response of stress in females: the tend and befriend reaction

Studies carried out by the National Institute of Mental Health characterized stress response in female by tend and befriend behaviour as against the fightor-flight reaction theory which has been disproportionately based on studies of males. The tend and befriend pattern emanates form the females instinctive nurturance of offspring, even under stressful conditions; adopts amiable attitude to ward off potential stressors.

Gender and Stress

Gender roles affect perception of and responses to stressors Both sexes experience the fight-or-flight physiological response to stress Women are more likely to respond behaviorally with a pattern of tend-and-befriend Gender differences may be partly tied to higher levels of the hormone oxytocin in women

Lifestyle Stress & NCD

The symptoms : Depression Absenteeism Anxiety Insomnia Stress To cope : Coffee Alcohol Cigarettes etc The Result (NCD): Hypertension Diabetes Cardiovascular Disease Cancer Mental health problems Early burnouts Repeated stress injuries Urinary problem Reproductive problem Digestive problem Psychosomatic illnesses

Coping Strategies

Managing stress through incorrect Coping Strategies

Drinking coffee (caffeine) Smoking Alcohol Fast-foods & Binge eating

What is Coping?
Process of managing the discrepancy between the demands of the situation and the available resources. Ongoing process of appraisal and reappraisal (not static) Can alter the stress problem OR regulate the emotional response.

Emotion-Focused Coping
Aimed at controlling the emotional response to the stressor. Behavioural (use of drugs, alcohol, social support, distraction) and cognitive (change the meaning of the stress). Often used when the person feels he/she cant change the stressor (e.g., bereavement); or Doesnt have resources to deal with the demand.

Emotion-Focused Coping
Seeking social support can be either problem or emotion-focused coping. Distancing cognitive effort to detach Escape-avoidance wishful thinking or taking action to escape or avoid it. Self-control attempting to modulate ones feelings in response to the stressor. Accepting responsibility acknowledging ones role in the situation while trying to put things right. Positive reappraisal create positive meaning.

Problem-Focused Coping
Aimed at reducing the demands of the situation or expanding the resources for dealing with it. Often used when the person believes that the demand is changeable.

Problem-Focused Coping
Planned Problem-Solving analyzing the situation to arrive at solutions and then taking direct action to correct the problem. Confrontive Coping taking assertive action, often involving anger or risk taking to change the situation.

Gender and Coping

Men generally employ problem-focused coping strategies more than emotional focused strategies. Opposite for women, with women more often employing emotion-focused strategies. If men and women in same occupation, gender differences disappear, suggesting that societal sex roles influence choice of coping strategies.

Cognitive Re-structuring
Process by which stress-provoking thoughts are replaced with more constructive one.

Adopting Healthy Coping Skills

Exercise Downtime for self-care Balance between work and play; leisure activities Time managementinitiate a schedule Actively pursuing major activities Practicing Learned Optimism

Stress Management Seeing the Light

Stress Management: The Ergonomic Perspective

What is the best solution?

Prevention
Every $1 invested on prevention saves $16

A B C of Stress Management

A = AWARENESS
What causes you stress? How do you react?

B = BALANCE
There is a fine line between positive / negative stress
How much can you cope with before it becomes negative ?

C = CONTROL
What can you do to help yourself combat the negative effects of stress ?

Stress Management Techniques

Change your thinking

Change your behaviour Change your lifestyle

Change your Thinking

Re-framing

Positive thinking

Change your thinking

Reframing:
- To change the way you look at things in order to feel better about them. - To view the things in a different light and less stressfully.

Positive Thinking:
Forget powerlessness, dejection, despair, failure. Focus on positives Focus on your strengths Learn from the stress you are under Look for opportunities. Seek out the positive and make a change for the better.

Past Experiences
Past experiences influence the cognitive evaluation of a potential stressor Effective behavioral responses can overcome the effects of negative past experiences

Change your Behaviour

Be assertive Get organised Ventilation Humour Diversion and distraction

Change your behaviour

1. Be assertive:
-

Extending the range of communication skills - Stand up for your personal rights - - Try and replace the Fight and Flight reaction with the more amiable Tend and Befriend reaction.

Express your thoughts, feelings and beliefs directly, honestly and spontaneously.

The right to express opinions / beliefs:

The right to say Yes/No for yourself Right to change your mind Right to say I dont understand Right to be yourself, not acting for the benefit of others The right to decline responsibility for other peoples problems The right to make reasonable requests of others The right to set your own priorities The right to be listened to, and taken seriously

Practice the following assertive skills:

Establish good eye contact: neither stare nor look down or away Stand or sit comfortably - dont fidget Talk in a firm, steady voice Use body language I think / I feel What do you think? How do you feel? Concise and to the point

Assertive People

Respect themselves and others Take responsibility for actions and choices Ask openly for what they want Disappointed if want denied Self - confidence remains intact Not reliant on the approval of others

Benefits
Higher self-esteem Less self-conscious Less anxious Manage stress more successfully Appreciate yourself and others more easily Feeling of self-control

2. Get organised:
- Structured approaches offer security against out of the blue problems. - Prioritising objectives duties and activities makes them manageable and achievable. - Dont overload your mind. - Organisation should help to avoid personal and professional chaos.

3. Ventilation: A problem shared is a problem halved

- Develop a support network through friends or colleagues to talk with. - Writing a diary or notes may help release feelings but do not re-read what has been written.

4. Humour: Dont be too serious or in constant

alert mode
Humour is: - Good stress reducer - Relieves muscular tension - Improves breathing - Creates neuro-chemical changes that can buffer the immunosuppressive effects of stress. - Lowers serum cortisol levels - Increase the amount and activity of the T-lymphocytes, the natural killer cells.

5. Diversion and distraction:

- Take time out - Get away from things that bother you - Reduce stress level - Calm down - Think logically

Change your lifestyle

Diet: - Get a healthy, balanced and wholesome diet - Avoid fast foods with empty calories Smoking & Alcohol:

- Abstinence is best. - Smoking and alcohol consumption are potent stressors. There are thousands of free radicals present in cigarette smoke that can cause immense damage to the body.

 Exercise: - Acts as a de-stressor - Improves blood circulation - Lowers blood pressure and prevents CHD - Clears the mind of worrying thoughts and improves self image - Makes you feel better about yourself - Increases social contacts.

Sleep: - Good stress reducer - A good nights sleep ensures that you wake refreshed and have plenty of daytime energy.

 Leisure & Relaxation: - Develop interest in hobbies and activities - Do something different and diversify your activities - Spend leisure time with your family.

Benefits of Relaxation

Lowers blood pressure Combats fatigue Promotes sleep Reduces pain Eases muscle tension

Time Management
Make a list What MUST be done What SHOULD be done What would you LIKE to do Cut out time wasting Learn to drop unimportant activities Say no or delegate

 Plan your day Set achievable goals Dont waste time making excuses for not doing something

Organizational Stress Management

Healthy Work: Managing Stress in the Workplace

Creating a healthy and safe workplace requires employers and employees to work systematically together to identify hazards and manage them

Managing Stress in the Workplace

Traditional view
Stress is the responsibility of the individual

Organizational view
Employers and employees have a responsibility to address work-related stress

3 Approaches to Tackling Workrelated Stress

Prevention
Stress Risk Assessments Identifying and acting on the causes of stress

Management
Giving staff the skills to cope / manage

Treatment
Professional medical and psychological support

Stress Risk Assessment A Preventive Approach

SRA aims to identify: 1. The level stress (the harm) 2. The main sources of work-related stress (the hazards) 3. What practicable steps can be taken to eliminate the sources of stress (hazards), if possible

An International Perspective
An international review of stress prevention in the workplace highlights that there has been a lack of systematic Stress Risk Assessment (Kompier and Cooper, 1999).
The UK Health and Safety Executive (HSE) Guidance recommends that a risk assessment approach be followed when tackling work-related stress

Steps to Risk Assessment

Step 4 & 5 - Record and Re-Assess

Step 1:
Identify Hazards What might cause harm?

Step 2:
Evaluate Harm Who could be harmed, and how?

Step 3 (a):
Evaluate Risks How likely is it that the hazard could cause harm?

Step 3 (b):
Introduce controls What can we do to reduce the risk that hazards will cause harm?

Comparison of a Risk Assessment With a Stress Risk Assessment

Risk Assessment
1. Identify the Hazards 2. Evaluate the Harm

Stress Risk Assessment

1. Assess levels of stress (harm) 2. Identify main sources of stress

3. Evaluate the Risk

4. Introduce Controls

3. Identify the main sources of stress for individuals / teams

4. Identify what can be done to manage the main sources of stress

StressTools
A Tool for Tackling Work-related Stress

StressTools aims to help organisations identify and manage work-related stressors. StressTools takes a preventive approach emphasising removing work-related stressors rather than treating stress symptoms

StressTools
3 Work Stress Risk Assessments(SRA) Task-based SRA

Team-based SRA
Future-focused SRA

Task-based SRA
Identify and control stressors and other human factors hazards arising from an unusual, complex or hazardous task To be included in pre-existing Risk Assessment process
Emphasises links between stress and safety Tackles stigma associated with mentioning stress

Future-focused SRA
Involve cross-section of employees identifying work-related stressors likely to be associated with a future project or organisational change and planning preventative measures Focuses on preventing future work-related stress

Relevant to major projects or organisational changes

Identifies relevant work-related stressors through employee involvement

Can be tailored to local circumstances

Identifies actions to prevent / manage future sources of work-related stress

Team-based SRA
The team-based SRA method, which identifies levels and sources of stress in teams doing similar work in organisations and identifies locally relevant solutions through employee involvement is particularly relevant in light of the changes to the Health and Safety in Employment Amendment Act 2002.

Team-based SRA Involves 4 Steps..

Step 1. Evaluating harm .
Measures team members perceptions of level of workrelated stress and benchmark levels of stress with other groups Step 2. Identifying the hazards. Assesses which work- related stressors are causing stress, using a generic (40 predefined) and locally relevant work related stressors. Identifies the main work-related stressors affecting team members now or in the recent past Step 3. Evaluating risks. Assesses what are the most significant sources of stress for team members and describing these sources in more detail. Step 4. Introducing controls. Identifies what can be done by management or team members to prevent and manage work-related stress

Conducting a Team-based SRA

Train project organiser / working team
Needs to be well-respected by the team Important to maintain confidentiality about employees opinions about stressors and levels of stress Use cross-section of employees to identify local work-related stressors

Prepare for the team-based SRA Customise the team-based SRA

Identify sub-groups Choose comparison group for benchmarking purposes Add local work-related stressors Add additional questions. Questions need a yes no answer format

Collect data

Paper workbook / on-screen option

Results of Team-based SRA

Stress levels Stress comparisons with benchmark group Stress exposure - % of people in each group which indicated that each stressor was often of always a source of stress Stressors high- low Ranked stressors significance of stressors Movement Written comments on main sources of stress

StressTools
14 Management Standards Providing Guidance on How to Prevent Work-related Stressors
Workload Job Insecurity Team working Performance feedback Training & development Hours of work Job design Management support Tools and equipment Communication Role ambiguity Skill under-utilisation Work-life balance Effort-reward imbalance

Each Management Standard Includes

A definition of the stressor How the stressor can cause individual harm and organisational harm How to identify if problem exists now or may do so in the future Management practices that may prevent or resolve these problems

A table which includes: States which describe a well-managed organisation, in relation to this stressor A space to record current organisational practice, enabling a gap analysis to be done Examples of the types of best practice which exemplify the state A space to record next steps/actions

Prevention of Work Stress

primary prevention, reducing stress through:
Ergonomics Work and environment design Organizational and management development

secondary prevention, reducing stress through:

Work education and training

tertiary prevention, reducing stress through:

Developing more sensitive and responsive management systems and enhanced occupational health provision

Organizational Culture
Organizational culture is one of the key factors in determining how successful an organization will be in managing work stress Organizational culture is reflected in the attitudes of staff, their shared beliefs about the organization, their shared value systems and common approved ways of behaving at work.

Why Focus On Employee Health and Well-Being?

American Psychological Association Poll Results 2 out of 3 employees indicate work has significant impact on stress level. 25% of employees report calling in sick as a result of work stress.

Why Focus On Employee Health and Well-Being?

Costs of Job Stress
Job stress is estimated to cost U.S. industry $300 billion annually.

A WHO report states that India* will incur an accumulated loss of $236.6 billion by 2015 due to unhealthy lifestyle and faulty diets.
$54 billion of income loss has been predicted by 2015 for Indians* due to the above reasons
(*WHO Global health Satistics, 2008)

Employees: Your Most Important Asset

Why Focus on Employee Health and Well-Being?

Demonstrate commitment to employees
Gain a competitive advantage Engage employees Enhance organizational performance Respond to employee expectations Control healthcare costs

What is a Psychologically Healthy Workplace?

Healthy Workplace Practices

Employee Involvement Employee Growth & Development Work-Life Balance Health & Safety Employee Recognition

How Do Employees Benefit?

Physical Health Stress

Mental Health
Job Satisfaction Employee Morale

Motivation
Commitment Climate

How Does the Organization Benefit?

Competitive Advantages
Performance Productivity Cost Savings Hiring Selectivity Product/Service Quality Customer Service & Satisfaction Reduces Absenteeism Reduces Turnover Lowers Accident/Injury Rates

Ideal Model of Organizational Stress Management

Goal Setting
Wellness Programs Job Redesigning

Organizational Communication Selection and Placement

Employee Involvement

GOOD MANAGEMENT IS STRESS MANAGEMENT

Successful employers and managers provide leadership in dealing with the challenge of work stress

Thank You

Every day is a new beginning. Treat it that way. Stay away from what might have been, and look at what can be