Analyse the impact of Human Resource Management on the levels of stress in the working population

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Analyse the impact of Human Resource Management on the levels of stress in the working population.

Stress nowadays has become a part of everyday life for a percentage of the working population. Arnold et al. (1997) as cited in Maund [2001 p.298] define stress as: ‘any force that pushes a psychological or physical factor beyond its range of stability, producing a strain within the individual’.

According to Hans Selye (1956 and 1974) as cited in Foot and Hook [2005 p.340] there are two types of stress, ‘eustress’ and ‘distress’. ‘Eustress’ is known to have a positive effect as Hans Selye states that ‘Sometimes people are stimulated by having to deal with a number of issues; this can be exiting and motivating’. Graham [1998 p.129] also states that stress ‘has both positive and negative aspects as some employees thrive on pressure’.

The common form of stress we refer to is known as ‘distress’. These individuals who react negatively to a threatening situation will ‘experience a release of hormones which drains blood from the skin and the digestive system’ Graham [1989 p.78], which in turn will result in what we know as stress.

         Bratton & Gold [2000 p.142] talks about Job design as being one possible cause of stress. If HRM does not give an employee variation within his/her role, then they won’t ‘activate employee’s upper level needs’ which will cause stress. Arnold et al [1997] as cited in Maund [2001 p.209] supports this within his five categories that is ‘casually responsible for work stress’, as he talks about the role of the individual within the organisation.

Another category Arnold et al sees commonly responsible for causing stress is work relationships. Foot [2005 p.340] also refers to poor relationship within the workplace, ‘especially with one’s manager or supervisor’, as this can contribute to an individual developing stress.

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Bratton & Gold [2001 p.142] also talks about conflict between employees,            ‘When different social experience, personality, needs and points of view interact with co-workers, disagreement may cause stress.’

If Human Resource Managers cannot identify and correct conflicts within working relationships, employees can become stressed as a result of Human Resource Managers failing in keeping conflicts at bay.

        The way that an organisation is structured and its climate can have profound effects on an employees stress levels. An individual who has ‘unclear job description and organisation charts/manuals leads to ambiguity about who should do what’ Graham ...

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