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Ways of managing work anxiety by individuals and businesses

Ways of managing work anxiety by individuals and businesses

In order to recognize the value of work-related stress management, everyone should first and foremost examine how work-related stresses affect individuals and businesses. Below are listed in two categories the symptoms of work-related stress in individuals and businesses.

When affected by work-related stress, people can:

  • Be anxious and lose focus, forget and have learning difficulties
  • Cannot relax
  • Not think reasonably and make decisions
  • Do not enjoy their work and feel free of commitment
  • Feel tired, frustrated and stressed
  • Make it difficult to sleep
  • Lose the balance between their professional and personal lives.

The consequences of business anxiety are:

  • Increase absenteeism
  • Reduce commitment to work
  • Increase the rate of replacement of staff
  • Low performance and productivity
  • Increase in unsafe work practices
  • Increase accident frequency
  • Increase customer complaints
  • Increase legal requirements and remedies on the part of anxious employees

Managing work anxiety by workers and businesses

For stress management efforts to be successful, it is important for employees to understand that it is their responsibility to inform and discuss with their superiors about their labor problems without any reservations or shame. Their own responsibility is also to work with their managers and colleagues to find and implement the appropriate solutions.

As mentioned above, the causes of anxiety can be many and may be the result of the combined action of many factors. Below are the situations and solutions that could be applied where the need arises.

Stress in the performance of duties

When … Bitter or repetitive work or very few tasks.

Then … Change the way you perform the job, talk to the employees before you move them to other positions, give them more responsibilities, increase the work, give a variety of tasks, give the employees responsible for the team’s performance.

When … Many tasks, a little time

Then … Try to inform about urgent or important tasks, set priorities, remove unnecessary tasks.

When … Little or too much training or job assistance

Then … Give people the tasks that match their qualifications increase the scope of work of those who have significant training.

When … Conflict of Priorities, Timeframes, and Standards

Then … Make sure everyone has defined clear and achievable goals and responsibilities that are linked to the business objectives and provide training and assistance.

Stress from working relationships

When … Bad relationships with colleagues

Then … Providing training on interpersonal skills and human relationships.

When … Intimidation or harassment

Then … Identify and revise policies, reporting procedures and investigating complaints.

When … Lack of communication between the manager and the employee

Then … Give employees the opportunity to suggest ideas and chat with you.

When … Negative climate due to interdependence or denial of problems

Then … Make sure the administration gives a good example through honesty, respect, and support. Give opportunities for social interaction.

Stress from working conditions

When … Natural hazards or threat of dangers. Individual incidents such as armed robbery or death at work.

Then … Apply appropriate control measures against natural pressure, help those who face violent situations.

When … Bad working conditions

Then … Talk to the staff about the redefinition of the conditions.

When … Non-flexible work schedules or unexpected hours

Then … Open discussion on program design.

When … Organizational changes in the company, such as reorganizations

Then … Encourage discussion and cooperation between employers, employees and their representatives, especially during periods of change. Evaluate the effectiveness of the changes and review the situation.

There are some general strategies that fit most businesses and which can help in managing stress by improving organization and function:

  • Encourage employees to take stress seriously and to perceive the warning signs in people who feel pressured.
  • Encourage staff to talk about working pressures.
  • Understand stress factors outside the workplace, but only ask for the necessary information.
  • Recommend and prioritize intervention strategies and inform employees.
  • Encourage employers to implement a consistent management approach.

Large businesses may have resources to provide stress management training to provide confidential employee support or to use risk management consultants to address work-related stress problems. These tools may be useful in a wider context to address organizational issues but are not always effective in identifying the cause of the problems. Each company must have a clear system of assessing, preventing and managing work-related stress. If such a system does not exist then it must be created. It must provide the necessary resources for stress management and practical instructions on how to react in practice. The resources available to the business may include the following:

  • Doctor for employees
  • Human Resource Management System
  • Education
  • Other people responsible for the well-being and health of staff

When difficult and complex problems appear, you should seek professional assistance (psychologists, lawyers, or doctors of work). Employees need to know the company’s system and resources to manage work-related stress.

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