Organisational Impact

• Absenteeism - a strategy commonly employed by a stressed worker is avoidance. Taking time off work as sick leave is a non-stigmatising way of avoiding factors at work that elicit a stress response. All managers are aware of the negative effects of absenteeism on their department and ultimately, the organisation.
• Injuries - when staff are stressed they may be mentally preoccupied with problems rather than attentive to hazards present in their work environment. Loss of time through injury - even a minor accident can require first aid, a trip to the health centre or casualty department - reduces productivity.
• Workers compensation - stress claims that become workers compensation claims are less common since changes were made to the WorkCover legislation. However when they do occur they are more than four times the cost of the average work injury. The workers compensation insurer will  investigate each claim. This prolongs the process and frequently exacerbates stress levels in the worker. Workers compensation stress injuries sometimes end with the person separating from their organisation.
• Staff turnover - high levels of staff turnover are common in work areas where the environment or work conditions cause stress in staff members. Productivity is lost when skilled staff leave and replacements need to be inducted and trained.
• Morale - high stress jobs do not necessarily lead to low morale among staff. If other positive factors, such as adequate resources, fair reimbursement and supportive supervision are present, staff feel productive and valued. Low morale is often concommitant with low productivity, absenteeism and other negative behaviours.
• EAP counselling - employee assistance programs are provided to staff so that work or personal problems may be resolved before they appear insurmountable. Usually a staff member will visit the office of the EAP counsellor for up to three counselling sessions. EAP counselling is usually undertaken during work hours and for this reason is a drain on productivity.
• Productivity - reduced productivity is almost always associated with stressed workers. A supportive, low-stress work environment and good work conditions contribute to the optimisation of productivity levels. 
• Quality - as in the case of work injuries, quality of work suffers when staff members are stressed.

Personal Toll
In addition to the impact of stress on an organisation there is also a personal health cost to staff members, including:

• Hypertension - also known as high blood pressure, or 'the silent killer'. Hypertension often has no symptoms and is only detected by blood pressure testing. In the long-term high blood pressure can contribute to hardening of the arteries, cardiac disease and strokes. These conditions shorten the life of the sufferer if untreated.
• Chronic heart disease - although less hard to establish there is evidence to suggest that people who are stressed are more likely to develop chronic heart disease. This is often debilitating and sometimes fatal.
• Alcohol and drug abuse - people under stress often seek symptomatic relief through alcohol and drug abuse. There is a severe impact on the person and their family if alcohol and/or drug abuse is not addressed. 
• Mental illness - the principle mental health conditions associated with stress are depression, anxiety and sleeplessness. In themselves they are unpleasant conditions and in extreme cases can lead to self-harm or suicide.

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