Corporate Responsibility for Systemic Occupational Stress Prevention

Abstract

The purpose of this paper is twofold: to highlight the increased focus on corporate governance responsibility for managing employees’ psychological health, and to present an argument for a systemic approach to prevention of occupational stress. The paper commences with a brief description of the problem posed by occupational stress as a threat to organisational effectiveness. It then discusses the types of currently observed organisational responses to this issue and the extent to which they are shaped by beliefs about occupational stress. There are two fundamental approaches to dealing with work stress, one aimed at the individual and the other, at the organisation. The more comprehensive approaches have been increasingly reported to be more effective. The argument for a systemic approach to its prevention is then developed, in line with the risk management framework currently being adopted by Government jurisdictions governing Occupational Health and Safety in Australia and New Zealand. As the stress issue is now couched in health and safety terms, it is a moral and legal duty of the Board to satisfy itself that it is effectively addressed.

Playing-Dumb Behavior of Trainers During Online Streaming and Trainee’s Burnout Behavior: Mediating Role of Psychological Disengagement

“…Burnout is positively associated with employees’ poor health outcomes, so it is not only a moral obligation, but also in the best interests of organizations to prevent and manage job stress among their employees. They must implement systematic interventions for the prevention of stress-related issues and ensure the mental health and safety of their employees by providing a healthy environment ( Kasperczyk, 2010 ).…”

Ineffective-Leader-Induced Occupational Stress

“…Occupational stress has been linked to negative health outcomes at the behavioral, psychological, and physiological levels (Shaw et al, 2011). For that reason, occupational stress has risen to be one of the most serious health issues globally (Beheshtifar & Nazarian, 2013) and has been declared a global epidemic by the Occupational Safety and Health Administration because of the negative economic, health (at both the physiological and physiological levels), and social outcomes (Jehangir et al, 2011;Kasperczyk, 2010;Kelloway, Mullen, & Francis, 2011;Shaw et al, 2011). Nearly 70% of employees rated work as a significant source of stress (APA, 2012); roughly 80% of workers experienced physical symptoms from stress including fatigue (exhaustion); irritability or anger; lack of interest, motivation, or energy; headaches; and dyspepsia (upset stomach or indigestion; APA, 2012; Smith, 2012); almost 75% of workers rated their leader as the most significant source of stress (Sutton, 2010) and 51% of workers reported decreased productivity at work because of stress (APA, 2012).…”

“…Common forms of ineffective leadership that relate to occupational stress have predominantly been explored as abusive leadership (Boddy, 2011;Harris et al, 2011;Krasikova, 2013;Liu, Liao, & Loi, 2012;Mawritz, Mayer, Hoobler, Wayne, & Marinova, 2012;Pelletier, 2010;Rispens, Giebels, & Jehn, 2010;Tepper, Moss, & Duffy, 2011), tyrannical leadership (Ashforth, 1997;Kant, Skogstad, Torsheim, & Einarsen, 2013;Samnani & Singh, 2013), and destructive leadership (Aasland, Skogstad, Notelaers, Nielsen, & Einarsen, 2010;Hobfoll, 2011;McCarthy, Darcy, & Grady, 2010;Schyns & Schilling, 2013;Shaw et al, 2011;Starratt & Grandy, 2010;Thoroughgood, Tate, Sawyer, & Jacobs, 2012;Wang, Sinclair, & Deese, 2010). These forms of ineffective leadership are instrumental in cultivating workplace harassment, emotional abuse, bullying, interpersonal conflict, and workplace aggression, all of which are factors leading to a more stressful work environment (Kasperczyk, 2010). Because of the close proximity and time spent in the workplace, ineffective leader behaviors and actions may affect follower behaviors and actions based on the leader's ability to govern rewards, punishments, and ratings (Tran, Tian, Li, & Sankoh, 2014).…”

Estresse em agentes de trânsito de um municí­pio paraibano

“…O estresse no trabalho é um problema cada vez mais expressivo e global [3]. É crescente em nível mundial em todos os países, organizações, profissões e entre empregados, empregadores, famílias e sociedade em geral [4].…”