Stress Guidance

INTRODUCTION

Work-related stress is the second most common form of occupational ill-health behind musculo-skeletal disorders. Managing stress at work is difficult as staff are often reluctant to admit they are suffering from work-related stress and managers do not always recognise the symptoms. There are also problems with isolating work-related stress from stress associated with external, social or other factors.

LEGAL REQUIREMENTS

There is no specific legislation on stress at work, although the general duty on employers to ensure the health and safety of employees at work will apply. In addition, where work-related stress is identified in the workplace, current regulations require employers to assess the associated risks and take any necessary preventative or protective measures. This includes ensuring that employees are not subject to excessive levels of stress.

RECOGNISING STRESS

Stress sufferers often demonstrate well-recognised symptoms, although the symptoms actually displayed will vary from person to person and not all the symptoms will necessarily be present:

Increased heart rate.
Increased sweating.
Headaches.
Giddiness.
Blurred vision.
Aching muscles particularly the neck and shoulders.
Rashes.
Reduced immunity to infections.
Depression/generally negative outlook.
Increased anxiousness.
Increased irritability and moodiness.
Increased intake of alcohol, caffeine, nicotine, etc.
Reduced ability to sleep.
Lack of concentration.
Poor work performance.
Inability, or reduced ability, to cope with normal tasks or situations.
Increased sickness absence.
Poor timekeeping.

CAUSATIVE FACTORS

Work-related stress is associated with pressures at work. It is difficult to determine when positive, constructive pressure, which provides challenge and job satisfaction, becomes negative, destructive pressure, resulting in stress. The difficulty is increased by the fact that everyone has different levels of tolerable pressure - what is constructive pressure for one employee may be destructive for another.

It is important for employers to recognise when the critical point has been reached. It is also important for employers to be made aware of external factors which make employees more susceptible to work pressures, even though those factors are outside the responsibility and control of the employer.

Work-related stress is generally reversible and in most cases short lived. However, if the causative factors are allowed to continue, the effects will be more sustained and may cause long-term psychological and physical problems.

Factors that may be associated with work-related stress are:

Lack of control over the work.
Conflicting demands.
Overwork.
Underwork.
Monotonous, repetitive work.
Uncertainty about job security.
Unrealistic targets or performance standards.
Peer pressure, including harassment.
Poor management.
Lack of support, both from peers and Managers.
The work environment: excessive noise, temperature, humidity, poor décor, etc.

CONTROL AND MONITORING STRESS

Directly addressing the known causes of work-related stress, e.g. allowing employees more control over their work, providing consistent Management and demands, etc will all have an effect in reducing the incidence of stress in the workplace. In addition, staff should be encouraged to report stress at work, and Managers should be trained to recognise the symptoms and causes of stress and not regard it as an inconvenience, nuisance or personal weakness.

Any control measures implemented should be monitored to ensure their effectiveness. Monitoring may include scrutinising sickness absences, distributing and assessing confidential health questionnaires, exit interviews, measuring work relationships, etc.

Employers may also consider providing support facilities such as counselling and stress management training, although these will only relieve the symptoms without addressing the causes.