MR OB Krishna

Job Stress & its Management
Presentation
By
O. B. Krishna, Chief, Corporate Safety, Tata Steel
And
Prof J Maiti, IIT Kharagpur
Corporate Safety
Outline of Session
Stress and Job stress introduction
Burden of Job stress
Effects of Job stress
Causes of Job stress
Job Stress Model of Palmer
Managing Job Stress 5 step approach
Interventions for job stress
Tata Steel Experience
2
Corporate Safety O.B.Krishna
Stress
Living in todays world has brought with it,
not only innumerable means of comfort, but
also a plethora of demands that tax human
body and mind.
Now-a-days everyone talks about stress at
work and at home.
Stress is an inevitable and unavoidable
component of life due to increasing
complexities and competitiveness in living
standards.
3
Job Stress
Occupational stress / Job stress is becoming
the single greatest cause of occupational
disease and can have adverse consequences
for both the worker and the workplace.
Job Stress or work stress is defined as the
response people may have when presented
with work demands and pressures that are not
matched with their knowledge and abilities and
which challenge their ability to cope with the
situations .
4
Positive and Negative Stress
People get confused about
the difference between
pressure and stress.
We all experience pressure
regularly it can motivate
us to perform at our best
(Positive stress).
When we experience too
much pressure and feel
unable to cope up with it
stress can result (Negative
Stress)
5
Burden of Job Stress
45% American managers suffer too much stress at work
(Smith, 1998).
According to the HSE, UK, in 2005 more than 500,000
people in the UK believed that, they were experiencing
work-related stress at a level that was making them ill.
The total health and productivity cost of worker stress to
American business is estimated at $50-$150 billion
annually (Sauter ,1990).
As per HSE estimates the costs to society of work
related stress to be around 4 billion each year, while
13.5 million working days were lost to stress in
2007/08.
6
How Stress Affects
As per ILO, worldwide
stress is recognized as
major challenge to
workers health and
healthiness of the
organization.
Workers who are stressed
are more likely to be
unhealthy, poorly
motivated, less productive
and less safe at work.
7
Effect of Job Stress on Employee
Workplace Stress and Health Effects
8
Effect of Job Stress on Organization
Reduced productivity
Absenteeism
Illnesses
Poor employee morale
Increased employee
turnover
Higher accidents and Source: Reducing Stress at
Workplace : - An Evidence Review
Injury rates
Higher medical expenses
9
Causes of Job Stress
Demographic
Age
Gender
Experience
Educational level
Personal
Personality
Coping ability
Work home interface
10
Work Related Causes of Job Stress
Demands: Includes factors intrinsic to the job
such as workload, shift work, long or unsocial
work hours and work conditions.
Control: How much autonomy a person has
over his job; low levels of job control are typically
linked to high levels of stress.
Relationships: Relationships with superiors,
subordinates and colleagues can play a part in
on individuals stress levels, conflict, harassment
and bullying in the workplace are all linked to
heightened stress.
11
Work Related Causes of Job Stress
Role: Stress may be triggered when an individual
does not have a clear understanding of his role,
when there is conflict between roles or ambiguity
with regards to position and degree of responsibility.
Support: The amount of support and job training
available, as well as encouragement, sponsorship
and resources provided by colleagues and
management.
Change: The way in which change is introduced,
managed and communicated to staff can impact on
levels of stress, as badly planned change results in
excess pressure.
12
Job Stress Model
13
Why to Manage Job Stress ?
Reduction of Sickness
Reduction of Sickness Absenteeism
Improved employee morale
Employee Retention
Improve Production
Creating Healthy Workplaces
14
Five Step Approach for Job Stress Management
15
Five Step Approach for Job Stress Management
The Health & Safety Executive (HSE), UK guide

(2001 & 2007) provided a five-step Work related
stress risk assessment guide to aid the
diagnosis of problems and provide a framework
for intervention.
The five steps are described below.
1. Looking for hazard
2. Who might be harmed and how
3. Evaluate the risk
4. Record you findings
5. Monitor and Review
16
Step-1 Looking for hazard
(Work Stress Assessment)
Identifying work related factors leading to
stress
Demand
Control
Support
Relationship
Role
Change
In order to identify these factors - qualitative
and quantitative data gathering methods
could be used.
17
Quantitative Methods
Productivity and performance data,

Absence/sickness data,
Employee Assistance Programmes
(EAPs) data,
Staff turnover,
Stress questionnaires,
Stress audits.
18
Qualitative Methods
Focus groups discussion,

Performance appraisals,
Informal discussions with staff,
Return-to-work interviews,
Exit interviews.
19
Step-2 Who can be at Risk
Employees can suffer from stress
regardless of age, status, gender, ethnicity
or disability.
However, some employees may be at a
higher risk than others, like,
Those working away from home,
Going through a difficult personal experience
such as bereavement or relationship
breakdown, or illness.
20
Step -3, Evaluate the Risk
Risk assessment is important to consider
how the stress factors like, Demand,
Control, Support, Relationship, Role,
Change could harm the
department/unit/division and up to what
extent.
What has already been done for them ?
What more can be done?
21
Strep-4, Record the Findings
Keeping record of the Work related Stress
findings helps in monitoring the progress
of the particular hazard.
It can be a legal requirement also.
It is important to ensure confidentiality to
avoid possible litigation.
22
Step 5, Monitor and Review
The WRS risk assessment should be
reviewed whenever significant changes
occur within the organisation or
department and monitored against the
action plan.
The review should take place in full
consultation with employees.
The risk assessment should be used as a
continuous improvement model.
23
Interventions for Job Stress
Interventions for job stress have multiplied
rapidly over the last two decades,
paralleling the increasing recognition and
acceptance of the adverse impacts of job
stress on individuals and organizations
Interventions to improve the organization
of work and reduce the impact of stressful
jobs on health can be conducted in a wide
variety of ways.
24
Intervention
Intervention can be made at the level of,
Job
Organization
Individual
Outside the organization through laws and
regulations.
Interventions are of three types.
Primary
Secondary
Tertiary
25
Primary Interventions
Primary prevention refers to efforts to protect the
health of people who have not yet become sick.
These interventions are proactive, aiming to
prevent exposures to stressors and the
occurrence of illnesses among healthy
individuals.
Targets are the sources of stress / stressors at
workplace, through alterations in
Physical or
Psychosocial work environments, or
Through organizational changes.
26
Examples of Primary Interventions
Improving organisational culture,
Changing employee workloads,
Job reengineering,
Job redesign,
Developing clear job descriptions to avoid
role ambiguity,
Increasing worker involvement and
participation in decision making,
Redesigning the physical work environment.
27
Secondary Prevention
Secondary level interventions focus on altering
the way that individuals respond to stressors at
work (including perception) and to improve their
of coping abilities. Includes,
1. Relaxation
Aims at reducing the arousal and tension
associated with stress.
2. Cognitive Behavior Training (CBST)
CBST try to alter the interpretation of stressors,
and offering support in dealing with it.
28
Tertiary Prevention
Directed towards treating and assisting
employees who are already been exposed to
job stress and developed stress-related
health outcomes like, Psychological injury,
Depression, or Coronary heart disease.
These interventions include,
Occupational rehabilitation services,
Employee Assistance Programme (EAP) and
Counselling and
Return to work programs.
29
Combinations of Interventions
30
Job stress management TATA Steel
31
Job Stress TATA Steel Experience
Adoption of HSE 5 step approach for
stress management programme at TATA
Steel.
Launching at Tarapore Wire Division,
Step 1. Assessment for Job Stress
Quantitative Method for job stress
assessment with a OSI tool was used .
OSI tool of Singh and Srivastava was
used for Job stress assessment
32
Stress Questionnaire
Also known as Occupational Stress Index /
Stress measurement tools
Various International / National
Questionnaires like,
NIOSH Generic Job Stress Questionnaire
Occupational Stress Index by Karen Belkic.
OSI by Singh and Srivastava a widely used
OSI tool in India.
33
OSI tool Singh and Srivastava
OSI tool used at TATA steel
This scale consists of 46 items, 28 are True
Keyed and 18 are False Keyed.
Each to be rated on the five point scale
(1=Strongly Disagree to 5=Strongly Agree).
Items relate to almost all the components of the
job which cause stress as sub groups
There total 12 sub-groups.
Provides results as total stress scores and sub
group stress scores
34
OSI tool Singh and Srivastava
Sub Groups:
Role over-load,
Role ambiguity,
Role conflict,
Unreasonable group and political pressure,
Responsibility for persons,
Under participation,
Powerlessness,
Poor peer relations,
Intrinsic, impoverishment,
Low status,
Strenuous working conditions and
Unprofitability.
35
Launching at TWP
36
Development Steps
Data Collection with the help of OSI tool for
employees
Data Entry in Microsoft Excel
Data Analysis with the help of Standard Statistical

Tools - SPSS
Risk Identification / Categorization
37
Preliminary Results
38
Future Actions..
Analysis for Sub-Group stress levels and
identifying job related hazards leading to
overall stress (Risk Factors)
Interventions based on the risk factors
Primary
Secondary
Tertiary
Implementation at all other locations of
TATA Steel.
39
Healthy Workplaces @ TATA Steel
OHS
Industrial Hygiene Ergonomics
Stress
Wellness @
Management
Workplace
Programme
Anemia Control
Programme for
JAGRAN
Female employees
Programme
Sunshine Vitamin
Programme
Health Camps and Health promotion

activities in communities.
40
Thank You
41

MR OB Krishna

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MR OB Krishna

Uploaded by

Copyright:

Available Formats

Job Stress & its Management

The Health & Safety Executive (HSE), UK guide

Productivity and performance data,

Focus groups discussion,

Data Entry in Microsoft Excel

Data Analysis with the help of Standard Statistical

Risk Identification / Categorization

Health Camps and Health promotion

You might also like