Stress adversely affects managers' health, happiness, home life and work performance BSM023: Managing People (Group E) SYNERGY Group Presentation 2011 Kehinde Olubunmi Secondi Pauline Sharif SYNERGY GROUP MEMBERS Overview 1. Definition of stress 2. Causes of stress 3. Adverse effects of stress 4. Good effects of stress 5. Video on Stress (discussion) 6. Stress management strategies 7. Summary and Conclusion 8. Workshop session- Personal reflection time, Case study 1 and 2 9. References Aim and Objectives Aim To show the adverse effects of stress on managers health, happiness, home life and work performance Objectives To broaden our understanding on the subject of stress. To show how managers and organisations can manage stress. To discuss why stress may be good for the manager/organisation. Executive under Stress: Lloyds Group CEO Antonio Horta-Osorio, chief executive of Lloyds banking group, has been signed off work for medical reasons, reportedly stress and "extreme fatigue". His temporary departure has left share prices down and employees, investors and the government - who have a large stake - wondering when he will return. (BBC News report 3 November 2011) Background This presentation reviews the adverse effects of stress on managers‟ health, happiness, home life and work performance. „‟…..Stress is a silent killer…..‟‟ (Hart 2007) „‟ Stress is normal to human existence. A totally stress- free state is death „‟ (Salami et al 2010 p 258) Too few employers….understand it…..can identify it….or know how it affect their employee and productivity (CIPD 2008) What is Stress ? Stress is „„the adverse reaction that people have to excessive pressure or other types of demand placed on them‟‟ HSE 2008 „„the feeling of being under too much mental or emotional pressure‟‟ NHS 2010 “An unpleasant emotional situation that we experience when requirements (work-related or not) cannot be counter-balanced with our ability to resolve them”. Halkos and Bousinakis 2010 Cost of Stress Stress is the most common cause of long-term absence (of more than four weeks) for non- manual staff…… (CIPD 2002) Absence sickness costs employers an average of £522 for each employee per year. This amounts to an estimated annual cost of £13 billion for the UK. (CIPD 2011a pg 5) Legal costs : compromise agreement cost employers about £25,000 or more (CIPD 2011b pg 3) Causes of (work-related) stress 1. Factors intrinsic to the Job Working Condition Work hours and load New Technology introduction 2. The role in the organisation Role ambiguity Role conflict Degree of responsibility (Arnold 2005, p.395-410) Causes of (work-related) stress continued 3. Personality and Coping Relationships at work Relationship with subordinates and colleagues 4. Organisational Culture and Climate Organisational Climate : „‟The prevailing workplace atmosphere as experienced by employees. It is what it feels like to work in a group‟‟ (MSH 2005) Organisational Culture „‟The pattern of shared values and assumptions that organisational members share. The way we do things around here‟‟ (MSH 2005) (Arnold 2005, p.395- 410) Other Causes of (work-related) stress Home-to-Work Interface Lack of participation in decision making Lack of administrative support Punishment centred philosophy or unfair discipline Existence of bureaucracy Increased workload Inadequate resources to meet work demands (Buker and Wiecko 2007) Video on Stress (Class discussion) In this video, Janine, a shop manager, describes some of the circumstances that drove her into developing stress. Please watch and respond to the following questions. http://www.hse.gov.uk/stress/video/janinestory.htm Questions for discussion: 1. Have you been in a similar situation like Janine? 2. How did you handle it ? Effects of stress on managers‟ health High blood pressure Migraine Asthma Peptic Ulcers Constipation Rheumatoid arthritis Indigestion (Ferdinand 1998) Effects of stress on managers‟ happiness When affected by work stress, people may: Become increasingly distressed and irritable Unable to relax or concentrate Lack of focus and difficulty in making decisions Loss of interest in job Uneasiness , unnecessary worry and anxiety (Larson 2004; Hart 2007) Effects of stress on managers‟ work performance Increasing absenteeism Decreasing commitment to work Problematic decision making Increasing accident rates Increasing complaints from clients and customers Damaging the organisation's image (Hart 2007) Effects of stress on managers‟ family life Inadequate attention to family Poor sex life Unhappy marriages Spouse and child abuse Low quality of family life Divorce (Hsu 2011) Why stress is such a bad thing It affects leisure time, leisure satisfaction and quality of his or her family life (Ho 1998) Stress leads to serious illness and damages to the body Hart (2007) maintained that successive increases in stress cause deterioration in performance. Effects of stress on performance (Yerkes - Dawson Law) PEAK PERFORMANCE LEVEL OF HUMAN PERFORMANCE AND HEALTH HIGH LOW HIGH DEMANDS BOREDOM BURN-OUT This model highlights that a perceived lack of challenges has similar effects to over-stimulation, and that these effects can be progressive. This curve can be used to allow early recognition of the effects of stress to assist the individual in preventing their progression into ineffectiveness and ill-health. (HART 2007) Larson (2004) “not all stress is bad because a certain amount of stress has been shown to improve both effectiveness and performance‟‟. Hart (2007), stated that “some stress is good……certain amount of stress stimulates and motivates high achievement”. Why a dose of stress is good for you….(Eustress) Why a dose of stress is good for you…. Stress stimulate ideas Stress enhance learning and development Stress triggers a fight or escape response in the event of a threat. Stress brings about innovation/breakthrough in science, technology and artificial intelligence (Salami et al 2010) How do you manage stress as a manager ? 1. Work Redesign: Introducing flexible time Increasing the amount and quality of support received by individuals Effective management of workloads and careful allocation of resources 2. Stress Management Training Organize classes on relaxation, time management, assertiveness training or exercise. (Rees 1997) How do you manage stress as a manager ? (continued) 3. Ergonomics and Environmental Design Improving the use of equipment at work and the physical working conditions can help to avoid stress. 4. Management Development Improving managers‟ ,knowledge and understanding of stress and their skills to deal with the issue Learning to delegate assignment will also help to avoid stress. (Rees 1997) 5. Diet and lifestyles changes Reduce the intake of coffee, tea, cola or chocolate drinks Relaxation techniques : deep breathing, exercise and yoga. (Rees 1997) 6. Laughter and fun times Look for amusing colleagues, books, films, situations, etc Organize happy hour, fun times Identify your stability zones, that is, places, people and activities that you can find calm (Ferdinand B., 1988) How do you manage stress as a manager ? (continued) Stress management approaches Physiological Aerobics training, relaxation imagery, relaxation response Psychological Self statement modification, rational cognitive restructuring, psychological coping statements Behavioural Time management, Assertiveness training, Conflict resolution, problem solving Environmental Change in management practices, change in organizational structure (Hart, K., 2007) Summary and Conclusion Stress is a critical issue to any business. (employee health and absence problem) (CIPD 2008) It makes good business sense to invest in employee stress management programme Stress, when not properly managed, adversely affects managers' health, happiness, home life and work performance (CIPD 2008) QUESTIONS WORKSHOP SESSION Workshop : Case Study Read the accounts below of two people's typical day. Then look at the activity to the table to identify the main sources of stress in their lives, their responses to stress what factors they have that reduce stress and suggest what they could do to improve their lives. Mel, 46, is a Business Analyst. She, her husband and three children aged 8, 12, and 16, live in West Sussex and she commutes to London. This is her typical day: 6.00am: Alarm goes and I have an hour to wake up and get ready. I make a packed lunch and my husband drives me to the station. The kids are still in bed. 6.59am: Catch the train. Usually see friends on the train and have a chat. The train is supposed to get in at 8.30am allowing me half an hour to start work at 9.00am but the trains are so unreliable that I‟m late about three times a week. I enjoy most parts of my job but I get very nervous about giving presentations. There is also the constant pressure of finding my next contract. Workshop : Case Study 1 6.00pm. Leave work and catch the 6.30pm train. I try to finish any bits of work on the train. 8.10pm I‟m home… if the train is on time. My husband has made dinner and the whole family eats together. The kids then go on the Internet and do homework and I‟m not usually fit for much more than watching TV by this point. Commuting is the main stressor in my life and late trains make me furious. I‟m aware that my husband has to do most of the housework and looking after the children – there is always football training and music lessons to taxi them around to. He also works part time so I do feel guilty. Fortunately we have a very strong relationship and I try to spend as much time as possible with my family at weekends. Workshop : Case Study 1(continued) Pawan (38) works as an administrator and lives with his daughter, Aneela (8), in Southampton. This is his typical day: 6.30am: Get up, prepare two packed lunches and start getting Aneela ready. Chase around with sports kit and try to do some housework including putting on a load of washing. Coerce Aneela into some clarinet practice (ten minutes arguing, resulting in three minutes practice). 8.00am: Drive Aneela to school then continue to work, a distance of about 10 miles, worrying about Aneela left in an almost deserted playground. 9.00am: Work starts, but I am often late. Breakfast is a sandwich. It is not particularly a stressful job and I enjoy it, but I have been there six years and I really need to earn more money or try something different. For practical reasons it would be difficult for me to change so I do get frustrated. Workshop : Case Study 2 6.30pm: Cook dinner and encourage Aneela to do her homework. 8.00pm: Aneela puts herself to bed while I catch up on bills and paperwork, housework and essential DIY. When things get really bad, two or three times a year, I get a horrible racing heartbeat and shoulder pains as I get very tense in my neck and back. I then start to feel permanently anxious. My biggest stress is feeling that I cannot devote enough time to Aneela, mainly because of work. I used to see friends on a regular basis but now I rarely bother as its another hassle and expense getting a childminder for the evening. I knew early on that I would be bringing up Aneela on my own and we don‟t live near any family who could help me juggle a job and child. Sometimes it is hard to make ends meet. If Aneela is ill, I can‟t work, and my annual leave, 25 days a year, doesn‟t cover the 13 weeks of school holidays. The company has been brilliant about giving me unpaid leave but I have to take far too much. Its difficult having to be reliant on friends, asking favours all the time make Workshop : Case Study 2 (continued) WORKSHOP SESSION BBC NEWS 2011. Stress: is it surprising bosses are stricken. [online]. Available from: http://www.bbc.co.uk/news/magazine-15573121 [Accessed 7 November 2011]. BUCHANAN, D. & HUCZYNSKI, A. (2010). Organisational Behaviour. 7th Edition. Pearson Education Ltd. CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT -CIPD (2008). Building the business case for managing stress in the workplace CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT -CIPD (2011a). Absence management . CIPD Annual Survey Report 2011 CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT -CIPD (2011b). Conflict management . CIPD Annual Survey Report 2011 FERDINAND, B. (1988). Stress Management. Industrial and Commercial Training, 20(4) HALKOS, G and BOUSINAKIS, D. (2010). The effect of Stress and Satisfaction on Productivity. International Journal of Productivity and Performance Management, 59(5). References HAMWI , G.A. et al.,(2011). Reducing Emotional Exhaustion and Increasing Organizational Support”, Journal of Business and Industrial Marketing, 22(1). HART K.E. (2007). Introducing Stress and Stress Management to Managers. J ournal of Managerial Psychology, 16(5) pp 9-16. HEALTH AND SAFETY EXECUTIVE (2010). Video Interview- Janine Story [online]. Available from: http://www.hse.gov.uk/stress/video/janinestory.htm [Accessed 20 October 2011]. HEALTH AND SAFETY EXECUTIVE (2008). Working together to reduce stress at work: a guide for employees [online]. Available from: http://www.hse.gov.uk/pubns/indg424.pdf [Accessed 7 November 2011]. HO, J.T.S. et al., (1998). Stress, Health and Leisure Satisfaction: the case of teachers. J ournal of Managerial Psychology, 13(5/6). References HSU Y.R. (2011). Work-family Conflict and Job Satisfaction In Stressful working Environments: the moderating role of perceived supervisor support and internal locus of control. International Journal of Manpower, 32(2) LARSON L.L. (2004). Internal Auditors and Job Stress. Managerial Auditing Journal, 19(9). MANAGEMENT SCIENCES FOR HEALTH (MSH) (2005). Managers who lead : a handbook for improving health services. Cambridge : Management Sciences for Health NHS 2010. Stress.NHS Choices. UK: NHS. Available at : http://www.nhs.uk/conditions/stress/Pages/Introduction.aspx [Accessed 20 October 2011]. REES W.D. (1997), “Managerial Stress-Dealing with the Causes, Not Symptoms”. Industrial and Commercial Training. 29(2). SALAMI ,A.O., OJOKUKU,R.M.,ILESANMI,O.A. 2010. Impact of job stress on managers performance. European Journal of Scientific Research 45(2) p 258 References