Work Stress…One wonders what prompted Mr Chris James, Senior Manager Public Affairs, Victorian Employers Chamber of Commerce and Industry (VECCI), to comment that “personal stressors are sometimes being blamed on work”, when he was quoted in The Sunday Age newspaper in “Move to Clamp Down on Stress Compo”, by Melissa Fyfe (20/12/09).
The topic of work stress is a complex one, in that people take their “whole self” to work, by definition. In fact, I am yet to meet a person who has not taken their “whole self” to work, unconsciously or consciously. The opposite is also true: when people return home at the end of the working day, they also take with them the experiences accumulated during the day, unconsciously or consciously. To understand work stress we need to look more deeply into the interplay of factors that impact on people’s experience at work. For example, we need to consider the type of work they are doing, the demographics of the industry they are working in and their own demographics. In short, to understand the evolution and impact of work stress on people, we need to adopt a systems approach which is more holistic and thereby, more sophisticated and informative – rather than be tempted into trial by truism.
It is of course interesting to note that the industry areas that were referred to in Melissa Fyfe’s article, as problematic where work stress were concerned, included the community sector. Any reader, who may be interested in a closer examination of the community sector, may refer to the listed readings noted below. More generally, a systems approach often reveals maladaptive structures and inadequate managerial practices that have become entrenched. Often these two areas feed off one another, since managers also have greater access and sometimes influence, where the board and executive sector is concerned. Thereby, often a vicious cycle develops and employees may be progressively distanced and may even become remote, depersonalised entities in organisations or industries that are not functioning well.
However, what is often forgotten is that managers are themselves employees and are sometimes not well resourced or well-equipped to facilitate their roles. Management is more than just a science; it is an art and sometimes managers lack capacity in this area. There will also always be employees who are successful in applying for and gaining promotion into managerial roles, lacking capacity and credentials and purely driven by the financial rewards associated with more senior positions. Perhaps more attention needs to be directed toward management where recruitment, professional education, training and development are concerned. Paradoxically, managers as employees may also find themselves subject to the vagaries of dysfunctional organisational structures and processes and this can also have catastrophic consequences for both managers and other employees.
Pointing the finger at or attacking employees, is perhaps suggestive of shallowness, short-sightedness and ultimately, does not serve the interests of efficiency or productivity. Adopting more holistic and informed approaches in addressing the world of work and the potential that employees bring to this world, is more enlightened and better for society, particularly where social inclusiveness, participation and productivity, are concerned. Mr James, “sometimes personal stressors are being blamed on work” - and that is because work IS personal!
The topic of work stress is a complex one, in that people take their “whole self” to work, by definition. In fact, I am yet to meet a person who has not taken their “whole self” to work, unconsciously or consciously. The opposite is also true: when people return home at the end of the working day, they also take with them the experiences accumulated during the day, unconsciously or consciously. To understand work stress we need to look more deeply into the interplay of factors that impact on people’s experience at work. For example, we need to consider the type of work they are doing, the demographics of the industry they are working in and their own demographics. In short, to understand the evolution and impact of work stress on people, we need to adopt a systems approach which is more holistic and thereby, more sophisticated and informative – rather than be tempted into trial by truism.
It is of course interesting to note that the industry areas that were referred to in Melissa Fyfe’s article, as problematic where work stress were concerned, included the community sector. Any reader, who may be interested in a closer examination of the community sector, may refer to the listed readings noted below. More generally, a systems approach often reveals maladaptive structures and inadequate managerial practices that have become entrenched. Often these two areas feed off one another, since managers also have greater access and sometimes influence, where the board and executive sector is concerned. Thereby, often a vicious cycle develops and employees may be progressively distanced and may even become remote, depersonalised entities in organisations or industries that are not functioning well.
However, what is often forgotten is that managers are themselves employees and are sometimes not well resourced or well-equipped to facilitate their roles. Management is more than just a science; it is an art and sometimes managers lack capacity in this area. There will also always be employees who are successful in applying for and gaining promotion into managerial roles, lacking capacity and credentials and purely driven by the financial rewards associated with more senior positions. Perhaps more attention needs to be directed toward management where recruitment, professional education, training and development are concerned. Paradoxically, managers as employees may also find themselves subject to the vagaries of dysfunctional organisational structures and processes and this can also have catastrophic consequences for both managers and other employees.
Pointing the finger at or attacking employees, is perhaps suggestive of shallowness, short-sightedness and ultimately, does not serve the interests of efficiency or productivity. Adopting more holistic and informed approaches in addressing the world of work and the potential that employees bring to this world, is more enlightened and better for society, particularly where social inclusiveness, participation and productivity, are concerned. Mr James, “sometimes personal stressors are being blamed on work” - and that is because work IS personal!
Further Reading:
New Stress Bill Angers Unions, Pleases Business – The Age online, Melissa Fyffe (20/12/09)
http://www.theage.com.au/national/new-stress-bill-angers-unions-pleases-business-20091219-l6rj.html
WORKFORCE ISSUES
Chronic Skills Shortage Hits Workforce
http://www.abc.net.au/news/stories/2009/12/15/2772555.htm
Workforce Issues across the Family Relationship Services Sector: Models, Responses and Strategies
http://www.aifs.gov.au/afrc/pubs/issues/issues5.html
WORK-STRESS
Workplace Stress in Victoria: Developing a Systems Approach
http://www.vichealth.vic.gov.au/~/media/ProgramsandProjects/MentalHealthandWellBeing/EconomicParticipation/WorkplaceStress/Workplace_stress_FULLREPORT.ashx
Job Strain-Attributable Depression in a Sample of Working Australians: Assessing the Contribution to Health Inequalities
http://www.biomedcentral.com/1471-2458/8/181
Work-Related Stress – Better Health Channel
http://www.betterhealth.vic.gov.au/bhcv2/bhcarticles.nsf/pages/Work-related_stress
SOCIAL INCLUSIVENESS
Australian Social Trends
http://www.abs.gov.au/ausstats/abs@.nsf/mf/4102.0
The Australian Public Service Social Inclusion Policy Design and Delivery Toolkit (August, 2009)
http://www.socialinclusion.gov.au/Documents/SIToolKit.pdf
Social Inclusion: Origins, Concepts and Key Themes (2008)
http://www.socialinclusion.gov.au/Documents/1Economicimplications.pdf