Stress and Depression at Workplace - Assignment Example

Running Head: Workplace Stress Stress and Depression at Workplace of Stress or depression refers both to a serious mental disorder and to a normal mood involving sadness that all people occasionally experience. The duration and grouping of symptoms distinguishes depression as a mental disorder from occasional feelings of sadness. This article discusses workplace depression and stress, its effects upon employee's health and job performance. Its potential consequences on organization are also analyzed. A detailed theoretical perspective is provided including views of a number of psychologists. Coping and strategies have been presented for both individual efforts and the organizational intervention. Stress and Depression at Workplace Stress: Introduction Among the mental impairments found at workplace stress and depression are most common. In psychology, stress is a threat or demand or any other event or circumstances that compel someone to cope to the changed positions. It is quite common to say that stresses are unavoidable and significant part of one life. They are of various intensities; for instance the lower intensity ones can be such as family argument, a traffic jam or a withering comment by one's employer and or the higher ones could be fear of death during wartimes or the demise of a close relative. (Hancock and Desmond, 2000) Reactions of different people to stress differ widely depending on their different family and cultural backgrounds, their temper at the time, their individual experiences, and on other strains present at the same time. It is usual to observe that the daily life and lighter stress are easily dealt with by people, however when problematic issues arise earlier than they could be solved, it may overload ones adaptive capacity, thus leading to depression, chronic ailments and anxiety. (Understanding stress and workplace stress, 2009) Impacts of Stress on Common Health As elucidates by Cunningham (2000) the present theoretical models in this regard put forward various passageways, though inconsistent in negligible aspects, in which disease or illness may be influenced by stress. The related literature determines stress as a process when a person realizes that his adaptive capacities are insufficient or too demanding to absorb the unexpected environmental changes. As stated by Marshall et al. (2000) stress is considered as an intrinsically psychosomatic progression, within such models. It is for this reason that more emphasis is placed on the psychology of stress. However, it has been realized that physical stress, independent of psychological mechanisms, may influence health, for instance longer exposure to excessive temperatures. Figure 1: Adopted from Figure 2.1 Marshall et al. (2000) The American Institute of Stress (2008) describes the Physical effects of Stress as follows: Figure 2: Adopted from the American Institute of Stress (2008) Theoretical Perspectives: Three models of stress research While the research is inundated with diverse definitions of stress, most fall into one of three categories: stimulus definitions, transactional (or interactive) definitions, and response definitions. Stimulus-oriented theories view stress as a force residing within the stimulus provided by the individual's environment (Elliot & Eisdorfer, 2002). Aspects of the environment that increase demands upon the individual impose stress upon him or her. The interactive theories emphasize the characteristics of the individual as the major moderating mechanism between the forces of the environment and the responses they invoke many theorists of this tenet further contend that it is actually a transactional approach. Not only does the individual mediate the impact of the environmental stimulus upon responses, but in addition, the perceptual, cognitive, and physiological characteristics of the individual become a notable component of the environment in this person-environment transaction (Cox & MacKay, 2001; Lazarus, 2001). The response-oriented theories suggest that the response of the individual to events of the environment define the presence of stress (Cannon, 1999). These definitions emphasize neurobiological, physiological, and psychological responses. The current study is based on the response-oriented theory and the psychological symptoms that individuals encounter when faced with various stressors. Workplace Stress Workplace stress results from the demands of an organization which are experienced by the worker (Quick & Quick, 2004). This is different from stress incurred by an entire organization. For example, undergoing a merger or corporate takeover would require the organization as a whole to meet new demands and strains. Organizational stress, on the other hand, refers to how the individual personally responds to organizational demands and various types of stressors in the work environment. Whereas minor hassles have a specific time onset and are of short-term duration, the common environmental stressors studied in organizations tend to be chronic in nature. Chronic stressors are those aspects of the environment that are demanding on an ongoing and relatively unchanging basis (Eckenrode, 2004). They have a less clearly defined time onset and their intensity remains fairly constant over time. Lambert and Lambert (2008) explain workplace stress among nurses that they face a variety of stressors despite the workplace or the background. As this population matures there is an increase of chronic illnesses which can cause an increase in workplace stressors for nurses. Consequences of organizational stress The seriousness of distress consequences are being appreciated by corporations as they begin to realize the impact stress can have on employee productivity and satisfaction. The variety of potential results can be seen in different aspects of an individual's life. When one is responding to an organizational stressor, he or she is affected not only physically but also psychologically and behaviorally. Obvious physical consequences of stress can be seen in such symptoms as muscle tenseness, and shoulder and back pain. Continuous exposure to stressors can create more serious health problems. The American Institute of Stress reports as many as 75 to 90 percent of visits to physicians are related to stress (Dear, 2005).Ganguli (2009) emphasizes depression as a confirmed cause of cognitive decline and links depression and dementia as correlated. Chronic stress has been noted as being one of the most important factors in the development of high blood pressure and cardiovascular diseases (Matteson & Ivancevich, 2007).The Bureau of Labor Statistics' Census of Fatal Occupational Injuries reported that 67 percent of fatal occupational illnesses were due to heart attacks. Ornish (2009) has conducted research for more than 30 years to determine the relationship between depression and heart attack and suggests major changes in the life pattern to reduce the risk of both. The Law for Mental Well-being of Employees Management of Health and Safety at Work Regulations (1999) Disability Discrimination Act 1995 & 2005 (DDA) Human Rights Act 1998 (HRA) The Health and Safety at Work Act 1974 (HASWA) (Lewis & McKenzie, 2007). Individual Stress Management Strategies One of the guiding principles of preventative stress management is that individuals, along with organizations, are responsible for health and well-being. From an individual standpoint, there are many examples of ways that people use to cope with stress, some of which are unhealthy. For example, consider the worker who eats "junk" food, smokes cigarettes, and drinks alcohol as a means of coping with stress at work (Ross & Altmaier, 1997). More positive interventions promoted at the individual level consist of secondary prevention efforts that help individuals alter the ways they respond to work-related stressors (Nelson, Quick, & Simmons, 2001). Examples of common techniques utilized include muscle relaxation, meditation, cognitive-behavioral skills, biofeedback, or a combination of these. Useful techniques offered by Mahoney (1997) included hobbies, reading for pleasure, vacations, attendance of movies or artistic events, physical exercise, peer supervision, recreational games, mediation or prayer, therapeutic massage, keeping a diary, and personal therapy. Organizational Stress Management Interventions Maslach (2003) identified organizational or situational factors as playing a bigger role in burnout, but cited that organizations are frequently resistant to instituting primary interventions. Briner (1997) explained that primary interventions require a significant change within the structure of the organization, either by changing the nature of the job or some aspect of the work environment. Primary interventions may include improving work content or goals, career development programs, improving communication, reducing job demands, or giving employees greater control over their jobs (Briner, 1997; Caulfield, Chang, Dollard, & Elshaug, 2004). As pointed out by Mikkelsen, Saksvik and Landsbergis (2000), participatory organizational interventions may be a potential training ground for acquiring participatory skills and resources, and if sustained, may have long-term effects on problem solving, job stress and employee satisfaction. An Organizational Psychology Meta-Model of Occupational Stress This theory was presented by Terry Behr. According to him: Positive response is essential for stress management. Coping mechanism includes intervening workshops, meditation, and biofeedback after identifying actual cause of stress. Management needs to develop measurable and realistic objectives for employees so that performance efficiency may not cause stress among employees. General social support from higher management and colleagues are also helpful. (Davis, 2003) References American Institute of Stress (2008). Effects of Stress. Retrieved on May 14, 2009 from www.stress.org Cannon, W.B. (1999). The wisdom of the body, New York: W.W. Simon. Cox, T., & Mackay, C.J. (2001). A Transactional Approach to Occupational Stress, in N. Corlett & J. Richardson (Eds.), Stress, work design and productivity, New York: Wiley and Sons. Davis, J. R. (2003) Learning to Lead: A Handbook for Postsecondary Administrators Greenwood Publishing Group, pp. 209-210 Dear, J.A. (1995). Work stress and Health. Vital Speeches of the Day, 62, 39-42. DeLongis, A., Coyne, J.C., Dakof Eckenrode, J. (2004). Impact of Chronic and Acute Stressors on Daily Reports of Mood, Journal of Personality and Social Psychology, 46, 907-918. Elliot, G.R., & Eisdorfer, C. (2002). Stress and Human Health, New York: Springer Ganguli M. (2009). Depression, cognitive impairment and dementia: Why should clinicians care about the web of causation' Indian Journal of Psychiatry; 51: 29-34. Retrieved May 14, 2009 from: www.indianjpsychiatry.com. Hancock, P. A. & Desmond, P. A. (2000) Stress, Workload, and Fatigue, Publication: Mahwah, N.J. Lawrence Erlbaum Associates, Inc., P 5-10 Lambert,V. & Lambert, C.( 2008). Nurses workplace stressors and coping strategies, Lambert and Lambert International Nursing Consultants, Springfield, VA, USA. 14, 38-44 Lazarus, R.S. (2001). A Cognitivist's Reply to Zajonc on Emotions and Cognition, American Psychologist, 36, 222-223. Lewis, I. & McKenzie, L. (2007). Line Mangers Resource: A Practical Guide for managing and supportive people with mental health problems in the workforce, Retrieved May 14, 2009 from http://www.hse.gov.uk/stress/pdfs/manage-mental-health.pdf Mahoney, M. J. (1997). Psychotherapists' Personal Problems and Self-Care Patterns, Professional psychology: Research and Practice, 28, 14-16. Marshall,G. N., Davis, L. M., Sherbourne, C. D., Foy, D. W., Jaycox, L. H., & Morland, L. (2000) A Review of the Scientific Literature as It Pertains to Gulf War Illnesses: Stress Vol. 4, Rand Publishers Matteson, M.T., & Ivancevich, J. M. (2007). Controlling Work Stress, San Francisco: Josey- Bass. Nelson, D. L., Quick, J. C, & Simmons, B. L. (2001). Preventive Management of Work Stress: Current Themes and Future Challenges. In A. Baum, T. A. Ravenson, & J. E. Swiger, Handbook of health psychology. Mahwah, NJ: Lawrence Erlbaum Associates, Inc. Ornish, D.(2009). Heart Disease and Depression Connection. Paper presented at American Psychiatric Association's Annual Conference in San Francisco, California. Quick, J. C., & Quick, J. D. (1984). Organizational Stress and Preventive Management, New York: McGraw-Hill. Ross, R. R., & Altmaier, E. M. (1997). Intervention in Occupational Stress, Thousand Oaks, CA: Sage Publications. Understanding stress and workplace stress. Retrieved May 5, 2009 from http://humanresources.about.com/od/stressandtimemanagement/a/stress_time.htm Read More