Stress Awareness

• What is stress?
• Work stress model
• Types of stress
• Contributing factors
• Some interventions
• University of Adelaide programs

What is stress?

Any definition or description of stress is likely to be controversial. This web page is not meant to be a clinical treatise. Rather, it is meant to provide the average person with an overview of workplace stress in lay terms.

Stress is an emotional state that is experienced by an individual. A stressor is the agent that causes the stress. Stress is often perceived as a negative condition but a certain level of stress is necessary for effective functioning. High levels of stress for extended periods may have a detrimental effect on an individual’s health and wellbeing.

Work stress model

If a worker perceives they have a high level of responsibility for output or deadlines but little control over the resources to meet demands then a number of stress symptoms can become evident. These can include sleeplessness, anxiety, depression and the onset of a number of physical ailments.

Types of stress

• Reactive stress: This occurs when a person perceives that they do not have the capacity to cope with the demands placed upon them.
• Cumulative stress: A condition brought about by a number of stressful factors.
• Critical Incident stress: A reaction to sudden, unanticipated demands of specific incident(s).
• Post Traumatic stress: A condition caused by an inability to satisfactorily accommodate memories of a traumatic episode (or episodes).

If workplace stress and causal factors are recognised, it may be dealt with effectively. Stress is a wokplace hazard that should be identified, assessed and controlled in the same manner as other work hazards.

Contributing factors

• Absence of autonomy. A worker may not have control over the demands of work.
• Poor physical work environment may also contribute towards stress. Negative factors include cramped, hot or noisy working conditions.
• Workload factors. Workers can be understimulated with too little challenge or overwhelmed with unrelentingly high workloads.
• Repetitive or meaningless tasks. Lack of stimulation or challenge can lead to boredom, demotivation and lack of interest.
• Role ambiguity. An absence of clarity regarding expectations about a worker's duties.
• Work conflict. A major cause of stress at work is unmediated conflict between a worker and their supervisor or colleague(s).
• Occupational mismatch. There may not be sufficient fit between a worker and their organisation. This may be in terms of communication, rewards/ recognition or management style.
• Taking work home regularly can create conflict with family members and blur the work-home boundaries.
• Job satisfaction, security and career prospects may not meet the expectations of some workers.

Some Interventions

On a primary level, the factors causing stress should be eliminated structurally, if at all possible. Change strategies include constructive performance management, clear communication and accurate job descriptions.

Secondary level type interventions focus on workers who are already exhibiting stress symptoms. The aim is to prevent the conditions progressing further. Some strategies that can be used are: health screening and stress management programs.

Tertiary level interventions are used when workers are already quite ill. Workers are given rehabilitation services which may include psychological counselling assistance.

University of Adelaide programs

• Employee Assistance Program (EAP)
• Critical Incident Debriefing Services
• Health Promotion programs

Other links

• University of Adelaide Stress policy
• The American Institute of Stress