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MODUL 3 STRESS AT WORK

MODUL 3 STRESS AT WORK. Part 2 - Outline. Why do we work ? Factors influencing work stress Work Patterns Situations Case Study. WHY DO WE WORK ?.

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MODUL 3 STRESS AT WORK

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  1. MODUL 3STRESS AT WORK

  2. Part 2 - Outline • Why do we work ? • Factors influencing work stress • Work Patterns • Situations • Case Study

  3. WHY DO WE WORK ? Work provides an income and fulfils a variety of other needs; - mental and physical exercise, social contact, a feeling of self-worth and competence.

  4. The drive for success Changing work patterns Working conditions Overwork Under-work Uncertainty Conflict Responsibility Relationships at work Change at work FACTORS INFLUENCING WORK STRESS

  5. THE DRIVE FOR SUCCESS Western society is driven by ‘work’, personal adequacy equates with professional success, we crave status and abhor failure. Our culture demands monetary success / professional status.

  6. CHANGING WORK PATTERNS Many people feel lucky to have a job. Unemployment, redundancy, shorter working weeks, new technology affect emotional and physical security. No more jobs for life, more short - term contracts. Financial and emotional burnout is increasing among all levels.

  7. WORKING CONDITIONS Physical and mental health is adversely affected by unpleasant working conditions, such as high noise levels, lighting, temperature and unsocial or excessive hours.

  8. OVERWORK Stress may occur through an inability to cope with the technical or intellectual demands of a particular task. Circumstances such as long hours, unrealistic deadlines and frequent interruptions will compound this.

  9. UNDERWORK This may arise from boredom because there is not enough to do, or because a job is dull and repetitive.

  10. UNCERTAINTY About the individuals work role - objectives, responsibilities, and expectations, and a lack of communication and feedback can result in confusion, helplessness, and stress.

  11. CONFLICT Stress can arise from work the individual does not want to do or that conflicts with their personal, social and family values.

  12. RESPONSIBILITY The greater the level of responsibility the greater the potential level of stress.

  13. RELATIONSHIPS AT WORK Good relationships with colleagues are crucial. Open discussion is essential to encourage positive relationships.

  14. CHANGES AT WORK Changes that alter psychological, physiological and behavioural routines such as promotion, retirement and redundancy are particularly stressful.

  15. Case StudyJohn Walker v Northumberland County Council (1994) • Area manager of social work team • Increased workload - requested extra resources • Suffered first breakdown in Nov 1986 • Promised extra resources • Returned to work in March 1987 • No extra resources were supplied • 2nd breakdown and medical retirement May 1988 • Judge ruled ‘reasonably foreseeable’ • Awarded £ 175 000

  16. Summary Work is important Work Stresses - Heat, Noise Job satisfaction Responsibility Relationships - Good / bad Changes - long / short term Costs

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