Work-related stress: causes, consequences and actions

Transcription

1 Work-related stress Work-related stress: causes, consequences and actions Dr. Gail Kinman Professor of Occupational Health Psychology University of Bedfordshire What is stress? Why is it important? The impact of austerity measures Diagnosing work stressors: the HSE approach the need for benchmarking and longitudinal approaches Prison officers and academics Capturing contemporary hazards Presenteeism ICT use - being always on The way forward What is stress? The process that arises where work demands of various types and combinations exceed the person s capacity and capability to cope (HSE, 009) An imbalance between environmental demands and personal resources The cost of stress The second most frequently reported workrelated disorder. It has serious consequences for: Physical Mental Social and relational Working Source: HSE (0)

2 Why take action? Legal case Through and safety and employment law Moral and ethical case Not to cause physical and psychological harm Business case To reduce absence and turnover; improve engagement and performance; enhance culture/climate; also good PR Social and financial case Costs to families and community, financial implications re NHS/social care/early retirement Job intensification and insecurity The % who work very hard has increased Increased intensification, not longer hours Overload, tight deadlines, high pressure Rising sickness absence Downsizing impact on survivors Health/social care sectors most badly affected More job insecurity Most damaging workplace stressor Increased stigma of unemployment Benefit cuts = magnified fears Impact depends on perceived employability Increase in precarious work Sources: WERS (0) and (CIPD, 0); Houdmont et al (0) Poorer wellbeing Stress and work-related depression and anxiety increased Linked to austerity measures: increased effort, downsizing and pace of change Increased risk of CV disease Linked to worsening behaviours and mental problems Poorer work-life balance EU research - linked to variation in welfare regimes over time Sources: HSE (0); Green et al (0); Hughes & Dennison, 009; Lunau et al. 0 Less support Progress made in interventions Business needs have taken precedence over employee wellbeing More negative attitudes by managers Wellbeing is a private concern 77% see work-life balance as the employee s responsibility: >0% in 0 yrs Reluctance to abandon the long hours culture: face time = productive time! Sources: Bevan, 00; WERS, 0)

3 HSE Management Standards approach A risk assessment process measuring employers performance in preventing stress Seven areas of work activity with potential for psychological harm.... Work-related hazards UK Higher Education (008 0) 008 (n=9670) 0 (n=667) 0 (n=69) HSE benchmark Potential for all hazards to have increased Higher scores represent higher levels of wellbeing ( ) Kinman & Wray (0; 0) I find my job stressful The prison service % agree/strongly % agree/strongly 79% agree/strongly Strongly disagree Disagree Neutral Agree Strongly agree Demanding and hazardous work Rising incidence of assault and injury (% > in serious attacks in 0/) Overcrowding and understaffing Staff numbers cut by % since 00* POs at high risk of : Relationship breakdown Alcohol abuse, burnout, PTSD, suicide An uny retirement: average life expectancy = 8 months *Howard League for Penal Reform, 0 See POA Report (Kinman et al. 0)

4 Work-related hazards Access to support services POA 0 HSE average HSE Target (high scores represent higher levels of wellbeing) % were uncertain whether any support was available Never Sometimes Often Always The stigma of stress To what extent can you discuss stress-related problems with your line manager % % agreed that people in their organisation would be unlikely or very unlikely to reveal they were experiencing stress-related illness There are a few people I can talk to, but we have little in the way of formal support networks You have to be careful who you trust. Things get leaked out there are some people on care teams who would use the information against you Presenteeism More frequent than absence (and more damaging) 8% feel pressure to come into work when unwell at least sometimes % always feel such pressure The most common reasons: pressure from managers stigmatisation of sick leave fear of dismissal feelings of guilt and safety concerns obligation to colleagues I am reluctant to go off sick as I know that my colleagues will have to work harder to cover my position Governors are constantly phoning us when we are off sick asking when you expect to be back. They don t ask how you are feeling or if there is anything they can do to help

5 Information communication technology: A growing hazard Potential to increase flexibility but can work anytime/anywhere A key driver of intensification Can increase workload and raise expectations of staff availability overload is growing and often not included in formal workload Can threaten recovery processes, work-life balance and The way forward: Focus on work intensification rather than working hours Emphasise the importance of stress initiatives, particularly in austerity, and the employer s responsibility Monitor stress (and key hazards) over time and emphasise consequences Highlight the longer-term risks to wellbeing of presenteeism Develop guidance on using ICTs in a more y and sustainable manner