Chapter 12 Workload and Stress

1. Chapter 12 Workload and Stress Science 295 Dr. Katie Cahill

2. Workload and Stress • What is stress? • Hans Selye introduced the term in the 1930s • Eustress – reaction to good situations • Distress – reaction to bad situations • Engineers consider stress as an impulse that causes stress on the receiving structure • Ex. A heavy load creates stress for your vertebral column

3. Stress at work • Physiological reactions to stress • Both positive and negative stress create the same reactions within the body • The adrenal gland is stimulated to secrete epinephrine and norepinephrine • Stress causes emotions • The basic experience of stress is emotional • Emotions can cause changes in the body functions • Can cause physical disease • Increases muscle tension creating bodily pains

4. Stress at work • Stress at work and leisure • Mind-body interaction: psychological problems can create physical ailments and physical problems can lead to psychological issues • Stress at work depends on: • Interactions of the individual with the work environment • Problems outside of work • Individual reactions to the same stressors will be different

5. Stress at work • Coping with stress • Distress, anger, depression and anxiety can result from a stressful situation • Stress is subjective so the management approach must be specific to the individual: • Management techniques can be aimed directly at the work demands • Time management • Work style adaptation • Communication styles • Setting limits

6. Stress at work • Stress management techniques may also focus on individual emotions: • Re-evaluation of the situation • Use of humor • Relaxation exercises • Hobbies outside of work • Lifestyle changes may have to occur • Physical fitness • Nutrition • Smoking and drinking • Quitting stressful job if another is available

7. Stress at work • Eliminating stress at work • Common stressors in the workplace • Job content • Demand intensity • Workload complexity • Repetitive monotonous work • Excessive responsibility • Unreasonable supervisor • Environment (noise, temperature, crowded space) • Lack of recognition for work done • Lack of control over one’s job • Lack of job security • Lack of social support • Bullying boss or coworkers

8. Stress at work • Effects of stress • Changes in feelings and behavior • Irritability, dissatisfaction, decreased attention, anxiety, depression, damaged relationships • Health issues • Disturbed sleep, CVD, GI problems, musculoskeletal problems, decreased immune response • Maladaptive behaviors • Smoking, alcohol, drug abuse • Negative effects on the organization • Increase employee absence, poor work attitude, reduced productivity

9. Stress at work • Is stress always harmful? • Life without stressors would be boring • The amount of stress determines if it is harmful • The line between healthy and pathological stress varies • Challenging tasks can be captivating and satisfying • Measurement of stress • Variety of psychological techniques: • Well-being surveys, stress arousal checklists, mood assessments, emotional intelligence questionnaires, assessments of coping capabilities

10. Stress at work • Computer adaptation syndrome • Introduction of computers into the workplace created high levels of stress for employees • Worried they didn’t have enough technical knowledge to operate computers • Concerned about radiation from the monitor • Ended quickly due to improved software and training • Older workers adapted to the increased ease of tasks and young personnel grew up with computers, so CAS disappeared rapidly

11. Mental workload • Blue and white collared work • Common distinction used to exist between physical laborers (blue collared) and mental laborers (white collared) • The division no longer exists because there is such a cross over • Ex increased use of electronics in automobile repair • Some jobs still do rely mainly on mental capabilities • Teachers, doctors, pilots • Need to be able to evaluate both types of jobs

12. Mental workload • Overload vs. Underload • Overload • Performance is incomplete • Operator may suffer physically and psychologically • Measuring the quality of performance determines degree of overload • Underload • Operator can perform better and produce more • Measuring the residual determines the degree of underload

13. Mental workload • Task performance • Depends on task demands (intensity, complexity, time) and workload (depends on individual capabilities, motivation, fatigue)

14. Physical workload • Heavy work requires high energy usage and demands on the heart • Energy and CV ability set limits on the amount of physical work performed • Machines have decreased the need for heavy work in many jobs • Physical labor is still seen in farming, mining, agriculture • Still a major ergonomic issue in developing countries

15. Underload and overload • Too little, too much • Some jobs demand too much effort and some require too little • Employees can be underloaded and become bored or overloaded and stressed • A balance needs to exist between load and demand • Task performance suffers under both underload and overload conditions

16. Psychosocial assessments of the workload • Workload depends on: • The intensity of the task • The capabilities of a person to perform the job • Demand and ability also depends on willingness and perceived stress • Complex jobs, complex assessments • Table 12.1 Typical Methods of workload assessment

17. Psychosocial assessments of the workload • Listen to the worker • Psychophysical measurements combine biomechanics, physiology and psychology in their assessment • An experienced worker can integrate the different elements of the job and summarize its good points and stressors • Borg Scales • Psychometric scale used to measure the ratings of perceived exertion (RPE) and CR 10 scale • High reliability because they can be repeated with the same results • High validity because they correlate with HR measurements • Advantages: inexpensive, don’t interfere with work, provide a good summary of work stressors

18. Summary • Work related stress is an individual’s emotional reaction to work demands, environment and organization • People react differently to stress • Stress results from a mismatch between demands and abilities • Makes more sense to change demands than to change the person