The conventional approaches to Stress management are employee counselling, stress management and reducing employee exposure to stress. Critically evaluate these approaches to stress management

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Kwaku Bediako-Amoah

The conventional approaches to Stress management are employee counselling, stress management and reducing employee exposure to stress.  Critically evaluate these approaches to stress management

INTRODUCTION

Over the years, stress at work has been a major topical issue the world over.  Reputed bodies such as the Confederation of British Industries (CBI), the Trades Union Congress (TUC), and the Department of Health have voiced their concerns on this anomaly.  By definition, stress is an individual’s physiological response to excessive pressure.  This may come about (in the workplace) as a result of high demands, competition, the rate of technological and organizational change, and more.  Although stress is not a disease, it is like a canker, which if not checked can ruin the fabric of an organisation.  

We need stress and fear to motivate us to do better – but not all stress is desirable.  It depends on the type of stress, of which there are three main ones; Good stress, bad stress and ugly stress.  However it is the first two categories that we will concern ourselves in.  The former results where although a task is demanding, it is capable of being completed. In other words, performance is improved when the employee is under pressure.  However excessive pressure can lead to bad stress which can possibly result in physical or mental infirmity.    

Some schools of thought disagree with the view that working conditions causes stress at work.  They however contend that, the type of stress on a person depends to a large extent on their competence in performing a given task or tasks.  This line of thinking is not in dispute, for while some employees may thrive on positive stressors such as working to tight deadlines, others will identify this circumstance as daunting and pressurizing.

Studies conducted by CBI in 1998, brings to light the seriousness of the impact of stress in the workplace.  The research estimated that about 270,000 people in Britain take time off everyday because of stress.  It also concluded that, at least £10.2 billion is lost each year by British Industries as a result of stress-related problems.  More alarming is the recent press release by the International Stress Management Association (ISMA).  The summary of their findings is that, 70% of UK adults have experienced stress at work, as compared to 60% in 1999;  49% of these people reported an increase in their stress levels from the previous year (24% in 1999).  Furthermore, a report published by Gee Publishing  (3rd October 1999) states that:

“Stress has overtaken the common cold as the biggest cause of sickness from work.  One in five companies with more than 1000 staff describe stress as a major problem.”  

The report continues:

Growing evidence of the impact of stress on absence levels, coupled with recent legal awards against companies seems to have made this problem too big to ignore.”

From the above findings, it can be safely inferred that, the impact of stress as an organizational evil cannot be over-emphasized.  Many people want help, but are afraid that admitting to being stressed may hold back their chances of promotion.  Organizations are nowadays challenged to redress this irregularity, by creating a more supportive working environment.  This has given rise to the growth of Stress Management Interventions (SMI).  This program aims to improve work conditions (reduce employee exposure to stress), train employees on how to recognize and deal with stressful situations (stress management training) and lastly to treat people who have suffered ill health as a result of job stress (counselling).  It is these three tools used by employers to combat stress at work that this report will critically evaluate.

COUNSELLING

Counselling is slowly becoming more widely available to employees within many organizations. This form of intervention aims to help individuals develop an insight into their problems, by assisting them with their symptoms of stress before they spiral into a catastrophe (in some extreme cases).  Counselling is today a household word.  Nowadays, when one becomes ‘stressed out’ through pressures of work or problems at home, instead of reaching for the tranquilizers, as happened in the past, we now reach for the phone – to make contact with a counsellor.  The Carole Spiers Associates, leading consultants in occupational stress management, define counselling to mean:

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“…a process which facilitates new self-awareness.  It empowers the person having counselling, thereby enabling them to take responsibility for themselves.  This can be painful – but is a very positive experience.

The basis of this method is talking privately about problems.  To this effect, confidentiality as an issue becomes imperative, paving the way for a deferential, trusting relationship developing between the client (employee) and the counsellor.  Normally although supportive, the counsellor gives not very much advice but rather, encourages the clients to draw on their own resources.  Thereby placing the employee in a better position to deal ...

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