Wednesday 9 July, 2008
Workplace managers are reporting alarming levels of stress,
mental exhaustion, and burnout at work. Recent scientific research
reveals some interesting and innovative findings about workplace stress,
and proffers some helpful and surprising recommendations for managers
to alleviate stress amongst their staff in the workplace.
Employees seem to be working harder and longer than ever in recent
memory. The relentless demands and challenges faced in an uncertain time
often have deleterious effects on the health of our staff - with
disastrous effects on productivity and performance.
Research finding: Vulnerability
Research demonstrates that a sense of stress, exhaustion, and burnout at
work tends to arise when employees feel their careers are vulnerable.
This vulnerability is especially prevalent in volatile and ambiguous
environments.
This anxiety provokes considerable workplace stress and is pronounced
when the skills and abilities of employees are not suited to other
departments or organisations; that is, if they lost their job, they fear
their success in their career would decline dramatically.
Recommendation for managers
To curb stress, mental exhaustion, and burnout, employees should first
be encouraged to identify skills and abilities they have developed, that
individuals in other workgroups or departments might also want to
acquire - perhaps to enhance their future job prospects in other
organisations.
For example, accountants might feel that colleagues in other workgroups
or departments might want to acquire bookkeeping skills if they plan to
launch their own business in the future.
Employees should present workshops that enable colleagues to acquire
these skills. This approach - which encourages employees to interact
with colleagues in other departments, as well as fostering the
development of diverse skills - will tend to alleviate burnout.
Research finding: Public speaking
Public speaking in the workplace often provokes great anxiety and
insecurity for employees. Indeed, public speaking is often reported as a
debilitating and terrifying prospect for many Australian workers.
While public speaking, some individuals experience alarm with the
physical symptoms of their stress and become concerned their cheeks
might flush, their heart rate might increase, their stomach might
rumble, and they might also begin to stammer or feel faint. These
employees genuinely fear their symptoms could disrupt their performance.
They will often unsuccessfully attempt to stifle symptoms they feel
could exacerbate their anxiety and undermine their performance. This
attempt to suppress symptoms, however, tends to increase their magnitude
and they become even more pronounced.
Recommendation for managers
Employees who report anxiety and stress in public speaking should be
encouraged by managers to exaggerate and publicise the stressful
symptoms. They should deliberately strive to blush, and draw their
audience's attention in a self-deprecating way to their flushed cheeks,
rumbling stomach, or stuttering speech for example.
Research finding: Choice
When workload is elevated, many employees experience stress, exhaustion
and burnout. Importantly, scientific research indicates that element of
choice is a significant factor in the degree to which an employee
experiences stress.
Individuals are more likely to feel enthusiastic, determined, and
persistent after they are granted complete choice over which workplace
tasks to complete. Their determination declines however, if they receive
no choice over which activities to pursue. In particular, employees are
sometimes granted an unqualified choice to select which tasks they
would like to complete.
These individuals do not feel the need to regulate and maintain their
focus; they devote effort into their activities almost spontaneously.
Because the need to regulate motivation consumes a form of mental
energy, these individuals are less likely than their peers to feel a
sense of exhaustion after they complete the tasks. Their persistence and
determination remains.
Interestingly, however, their determination declines markedly if they
receive choice, but then are encouraged by their manager to pursue a
particular activity, with statements such as, "It's up to you whether
you write the report or analyse the data; I would encourage you to write
the report though". Despite the choice they are granted, they feel a
sense of obligation as well. Because they recognise that some choice is
offered, they struggle to maintain their motivation to fulfil this
obligation. This struggle consumes mental energy and undermines
persistence.
Recommendation for managers
Many managers attempt to empower their employees whilst also imposing
some control. They might include statements like, "I'd recommend you use
this machine, but it's up to you". When managers impose control, but
grant choice, employees become less engaged and inspired.
Managers should instead offer genuine choice without any control or
obligation, using statements like, "I'll leave the matter entirely up to
you; do what you think is right".
Source:ceoonline.com
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