workplace stress essay

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How to Recover from Work Stress, According to Science

• Alyson Meister,
• Bonnie Hayden Cheng,
• Franciska Krings

Five research-backed strategies that actually work.

To combat stress and burnout, employers are increasingly offering benefits like virtual mental health support, spontaneous days or even weeks off, meeting-free days, and flexible work scheduling. Despite these efforts and the increasing number of employees buying into the importance of wellness, the effort is lost if you don’t actually recover. So, if you feel like you’re burning out, what works when it comes to recovering from stress? The authors discuss the “recovery paradox” — that when our bodies and minds need to recover and reset the most, we’re the least likely and able to do something about it — and present five research-backed strategies for recovering from stress at work.

The workforce is tired. While sustainable job performance requires us to thrive at work, only 32% of employees across the globe say they’re thriving. With 43% reporting high levels of daily stress, it’s no surprise that a wealth of employees feel like they’re on the edge of burnout, with some reports suggesting that up to 61% of U.S. professionals feel like they’re burning out at any moment in time.  Those who feel tense or stressed out during the workday are more than three times as likely to seek employment elsewhere.

• Alyson Meister is a professor of leadership and organizational behavior at IMD Business School in Lausanne, Switzerland. Specializing in the development of globally oriented, adaptive, and inclusive organizations, she has worked with thousands of executives, teams, and organizations from professional services to industrial goods and technology. Her research has been widely published, and in 2021, she was recognized as a Thinkers50 Radar thought leader.  
• Bonnie Hayden Cheng is an associate professor of management and strategy and the MBA program director at HKU Business School, University of Hong Kong. She is the chief resilience officer of Human at Work and serves as a scientific advisor of OneMind at Work. She works with senior executives of companies ranging from startups to Fortune 500, transforming corporate cultures by incorporating wellness into their business strategy. Follow her on Twitter: @drbcheng.
• ND Nele Dael is a senior behavioral scientist studying emotion, personality, and social skills in organizational contexts. She is leading research projects on workplace well-being at IMD Lausanne, focusing on stress and recovery. Nele is particularly tuned into new technologies for the benefit of research and application in human interaction, and her work has been published in several leading journals.
• FK Franciska Krings is professor of organizational behavior at HEC Lausanne, University of Lausanne. Her research interests include workforce diversity and discrimination, work-family balance, impression management, and (non)ethical behaviors. Her work has been published regularly in leading journals in the field.

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Burnout and stress are everywhere

Vol. 53 No. 1 Print version: page 72

• Healthy Workplaces

From longer work hours to increased demands at home, the COVID-19 pandemic introduced new stressors to nearly every domain of life. As the world heads into the 3rd year of the pandemic, these stressors have become persistent and indefinite, heightening everyone’s risk of burnout. Anyone exposed to chronically stressful conditions can experience burnout, but human services employees, first responders, and those in educational services are at an even higher risk, especially as the public continues to resist COVID-19 prevention measures.

According to the World Health Organization, burnout is a syndrome resulting from workplace stress that has not been successfully managed. It’s characterized by three dimensions: feelings of energy depletion or exhaustion, increased mental distance from one’s job or feelings of negativism or cynicism related to one’s job, and reduced professional efficacy ( World Health Organization , 2019).

As in 2020, American workers across the board saw heightened rates of burnout in 2021, and according to APA’s 2021 Work and Well-being Survey of 1,501 U.S. adult workers, 79% of employees had experienced work-related stress in the month before the survey. Nearly 3 in 5 employees reported negative impacts of work-related stress, including lack of interest, motivation, or energy (26%) and lack of effort at work (19%). Meanwhile, 36% reported cognitive weariness, 32% reported emotional exhaustion, and an astounding 44% reported physical fatigue—a 38% increase since 2019.

Some occupations are more vulnerable than others to the effects of burnout. Christina Maslach, PhD, a professor emerita of psychology at the University of California, Berkeley, and a core researcher at the university’s Healthy Workplaces Center, said teachers and health care workers are uniquely prone to high rates of burnout, as was the case even before the pandemic.

“We’ve known people in these occupations have always had higher rates of burnout, but it’s been so much harder to keep up with the demands during a pandemic in caretaking professions,” Maslach said.

While APA’s data suggest persistent workplace stress has contributed to reduced efficacy and exhaustion, Michael P. Leiter, PhD, an honorary professor of organizational psychology at Melbourne’s Deakin University and an organizational psychologist who studies burnout, said he’s noticed increased cynicism, too, another classic sign of burnout.

Issues like the politicization of masks and vaccines and feelings of lack of support from the government and workplaces have caused workers—especially those in public-facing jobs—to become cynical about their jobs and about the public in general. “This kind of cynicism is powerful because it undermines the people’s feelings about the value of their work, which can help motivate them during hard times,” Leiter said.

Because these pandemic-related stressors likely won’t stop anytime soon, stress-reducing measures should be top of mind for employers and legislators alike. “As demands increase, organizations need to focus on maintaining balance, taking things off the plate when they add something new,” Maslach said. That’s especially important in health care settings, she added, where attrition rates are especially high.

Some organizations are already responding, sometimes with the help of psychologists. A June 2021 article in The Washington Post highlighted that companies of varying sizes and in many industries are finding new ways to ensure employee well-being, from increased time off to offering such services as after-school tutoring and childcare.

In health care, psychologists continue to explore how to create better balance for front-line workers. Psychologist Craig Rooney, PhD, program director of the Office of Clinician Well-Being at the University of Missouri School of Medicine, is working to launch a physician leadership development program that will hopefully prevent downstream effects of burnout in health care settings. Other health care organizations can adopt a similar approach to promote resilience among clinicians, especially as hospitals across the country continue to face ongoing strain.

Leiter hopes workplaces across the board will continue to pay attention, starting with listening to employees about their needs and responding with flexibility. “Employers could reduce the propensity for burnout, but rigidity will only cause more burnout in workplaces,” he said.

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• This article is part of our 14 emerging trends special report. Explore our full coverage on how the pandemic era is changing attitudes toward science and mental health .

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Article contents

Work, stress, coping, and stress management.

• Sharon Glazer Sharon Glazer University of Baltimore
•  and  Cong Liu Cong Liu Hofstra University
• https://doi.org/10.1093/acrefore/9780190236557.013.30
• Published online: 26 April 2017

Work stress refers to the process of job stressors, or stimuli in the workplace, leading to strains, or negative responses or reactions. Organizational development refers to a process in which problems or opportunities in the work environment are identified, plans are made to remediate or capitalize on the stimuli, action is taken, and subsequently the results of the plans and actions are evaluated. When organizational development strategies are used to assess work stress in the workplace, the actions employed are various stress management interventions. Two key factors tying work stress and organizational development are the role of the person and the role of the environment. In order to cope with work-related stressors and manage strains, organizations must be able to identify and differentiate between factors in the environment that are potential sources of stressors and how individuals perceive those factors. Primary stress management interventions focus on preventing stressors from even presenting, such as by clearly articulating workers’ roles and providing necessary resources for employees to perform their job. Secondary stress management interventions focus on a person’s appraisal of job stressors as a threat or challenge, and the person’s ability to cope with the stressors (presuming sufficient internal resources, such as a sense of meaningfulness in life, or external resources, such as social support from a supervisor). When coping is not successful, strains may develop. Tertiary stress management interventions attempt to remediate strains, by addressing the consequence itself (e.g., diabetes management) and/or the source of the strain (e.g., reducing workload). The person and/or the organization may be the targets of the intervention. The ultimate goal of stress management interventions is to minimize problems in the work environment, intensify aspects of the work environment that create a sense of a quality work context, enable people to cope with stressors that might arise, and provide tools for employees and organizations to manage strains that might develop despite all best efforts to create a healthy workplace.

• stress management
• organization development
• organizational interventions
• stress theories and frameworks

Introduction

Work stress is a generic term that refers to work-related stimuli (aka job stressors) that may lead to physical, behavioral, or psychological consequences (i.e., strains) that affect both the health and well-being of the employee and the organization. Not all stressors lead to strains, but all strains are a result of stressors, actual or perceived. Common terms often used interchangeably with work stress are occupational stress, job stress, and work-related stress. Terms used interchangeably with job stressors include work stressors, and as the specificity of the type of stressor might include psychosocial stressor (referring to the psychological experience of work demands that have a social component, e.g., conflict between two people; Hauke, Flintrop, Brun, & Rugulies, 2011 ), hindrance stressor (i.e., a stressor that prevents goal attainment; Cavanaugh, Boswell, Roehling, & Boudreau, 2000 ), and challenge stressor (i.e., a stressor that is difficult, but attainable and possibly rewarding to attain; Cavanaugh et al., 2000 ).

Stress in the workplace continues to be a highly pervasive problem, having both direct negative effects on individuals experiencing it and companies paying for it, and indirect costs vis à vis lost productivity (Dopkeen & DuBois, 2014 ). For example, U.K. public civil servants’ work-related stress rose from 10.8% in 2006 to 22.4% in 2013 and about one-third of the workforce has taken more than 20 days of leave due to stress-related ill-health, while well over 50% are present at work when ill (French, 2015 ). These findings are consistent with a report by the International Labor Organization (ILO, 2012 ), whereby 50% to 60% of all workdays are lost due to absence attributed to factors associated with work stress.

The prevalence of work-related stress is not diminishing despite improvements in technology and employment rates. The sources of stress, such as workload, seem to exacerbate with improvements in technology (Coovert & Thompson, 2003 ). Moreover, accessibility through mobile technology and virtual computer terminals is linking people to their work more than ever before (ILO, 2012 ; Tarafdar, Tu, Ragu-Nathan, & Ragu-Nathan, 2007 ). Evidence of this kind of mobility and flexibility is further reinforced in a June 2007 survey of 4,025 email users (over 13 years of age); AOL reported that four in ten survey respondents reported planning their vacations around email accessibility and 83% checked their emails at least once a day while away (McMahon, 2007 ). Ironically, despite these mounting work-related stressors and clear financial and performance outcomes, some individuals are reporting they are less “stressed,” but only because “stress has become the new normal” (Jayson, 2012 , para. 4).

This new normal is likely the source of psychological and physiological illness. Siegrist ( 2010 ) contends that conditions in the workplace, particularly psychosocial stressors that are perceived as unfavorable relationships with others and self, and an increasingly sedentary lifestyle (reinforced with desk jobs) are increasingly contributing to cardiovascular disease. These factors together justify a need to continue on the path of helping individuals recognize and cope with deleterious stressors in the work environment and, equally important, to find ways to help organizations prevent harmful stressors over which they have control, as well as implement policies or mechanisms to help employees deal with these stressors and subsequent strains. Along with a greater focus on mitigating environmental constraints are interventions that can be used to prevent anxiety, poor attitudes toward the workplace conditions and arrangements, and subsequent cardiovascular illness, absenteeism, and poor job performance (Siegrist, 2010 ).

Even the ILO has presented guidance on how the workplace can help prevent harmful job stressors (aka hindrance stressors) or at least help workers cope with them. Consistent with the view that well-being is not the absence of stressors or strains and with the view that positive psychology offers a lens for proactively preventing stressors, the ILO promotes increasing preventative risk assessments, interventions to prevent and control stressors, transparent organizational communication, worker involvement in decision-making, networks and mechanisms for workplace social support, awareness of how working and living conditions interact, safety, health, and well-being in the organization (ILO, n.d. ). The field of industrial and organizational (IO) psychology supports the ILO’s recommendations.

IO psychology views work stress as the process of a person’s interaction with multiple aspects of the work environment, job design, and work conditions in the organization. Interventions to manage work stress, therefore, focus on the psychosocial factors of the person and his or her relationships with others and the socio-technical factors related to the work environment and work processes. Viewing work stress from the lens of the person and the environment stems from Kurt Lewin’s ( 1936 ) work that stipulates a person’s state of mental health and behaviors are a function of the person within a specific environment or situation. Aspects of the work environment that affect individuals’ mental states and behaviors include organizational hierarchy, organizational climate (including processes, policies, practices, and reward structures), resources to support a person’s ability to fulfill job duties, and management structure (including leadership). Job design refers to each contributor’s tasks and responsibilities for fulfilling goals associated with the work role. Finally, working conditions refers not only to the physical environment, but also the interpersonal relationships with other contributors.

Each of the conditions that are identified in the work environment may be perceived as potentially harmful or a threat to the person or as an opportunity. When a stressor is perceived as a threat to attaining desired goals or outcomes, the stressor may be labeled as a hindrance stressor (e.g., LePine, Podsakoff, & Lepine, 2005 ). When the stressor is perceived as an opportunity to attain a desired goal or end state, it may be labeled as a challenge stressor. According to LePine and colleagues’ ( 2005 ), both challenge (e.g., time urgency, workload) and hindrance (e.g., hassles, role ambiguity, role conflict) stressors could lead to strains (as measured by “anxiety, depersonalization, depression, emotional exhaustion, frustration, health complaints, hostility, illness, physical symptoms, and tension” [p. 767]). However, challenge stressors positively relate with motivation and performance, whereas hindrance stressors negatively relate with motivation and performance. Moreover, motivation and strains partially mediate the relationship between hindrance and challenge stressors with performance.

Figure 1. Organizational development frameworks to guide identification of work stress and interventions.

In order to (1) minimize any potential negative effects from stressors, (2) increase coping skills to deal with stressors, or (3) manage strains, organizational practitioners or consultants will devise organizational interventions geared toward prevention, coping, and/or stress management. Ultimately, toxic factors in the work environment can have deleterious effects on a person’s physical and psychological well-being, as well as on an organization’s total health. It behooves management to take stock of the organization’s health, which includes the health and well-being of its employees, if the organization wishes to thrive and be profitable. According to Page and Vella-Brodrick’s ( 2009 ) model of employee well-being, employee well-being results from subjective well-being (i.e., life satisfaction and general positive or negative affect), workplace well-being (composed of job satisfaction and work-specific positive or negative affect), and psychological well-being (e.g., self-acceptance, positive social relations, mastery, purpose in life). Job stressors that become unbearable are likely to negatively affect workplace well-being and thus overall employee well-being. Because work stress is a major organizational pain point and organizations often employ organizational consultants to help identify and remediate pain points, the focus here is on organizational development (OD) frameworks; several work stress frameworks are presented that together signal areas where organizations might focus efforts for change in employee behaviors, attitudes, and performance, as well as the organization’s performance and climate. Work stress, interventions, and several OD and stress frameworks are depicted in Figure 1 .

The goals are: (1) to conceptually define and clarify terms associated with stress and stress management, particularly focusing on organizational factors that contribute to stress and stress management, and (2) to present research that informs current knowledge and practices on workplace stress management strategies. Stressors and strains will be defined, leading OD and work stress frameworks that are used to organize and help organizations make sense of the work environment and the organization’s responsibility in stress management will be explored, and stress management will be explained as an overarching thematic label; an area of study and practice that focuses on prevention (primary) interventions, coping (secondary) interventions, and managing strains (tertiary) interventions; as well as the label typically used to denote tertiary interventions. Suggestions for future research and implications toward becoming a healthy organization are presented.

Defining Stressors and Strains

Work-related stressors or job stressors can lead to different kinds of strains individuals and organizations might experience. Various types of stress management interventions, guided by OD and work stress frameworks, may be employed to prevent or cope with job stressors and manage strains that develop(ed).

A job stressor is a stimulus external to an employee and a result of an employee’s work conditions. Example job stressors include organizational constraints, workplace mistreatments (such as abusive supervision, workplace ostracism, incivility, bullying), role stressors, workload, work-family conflicts, errors or mistakes, examinations and evaluations, and lack of structure (Jex & Beehr, 1991 ; Liu, Spector, & Shi, 2007 ; Narayanan, Menon, & Spector, 1999 ). Although stressors may be categorized as hindrances and challenges, there is not yet sufficient information to be able to propose which stress management interventions would better serve to reduce those hindrance stressors or to reduce strain-producing challenge stressors while reinforcing engagement-producing challenge stressors.

Organizational Constraints

Organizational constraints may be hindrance stressors as they prevent employees from translating their motivation and ability into high-level job performance (Peters & O’Connor, 1980 ). Peters and O’Connor ( 1988 ) defined 11 categories of organizational constraints: (1) job-related information, (2) budgetary support, (3) required support, (4) materials and supplies, (5) required services and help from others, (6) task preparation, (7) time availability, (8) the work environment, (9) scheduling of activities, (10) transportation, and (11) job-relevant authority. The inhibiting effect of organizational constraints may be due to the lack of, inadequacy of, or poor quality of these categories.

Workplace Mistreatment

Workplace mistreatment presents a cluster of interpersonal variables, such as interpersonal conflict, bullying, incivility, and workplace ostracism (Hershcovis, 2011 ; Tepper & Henle, 2011 ). Typical workplace mistreatment behaviors include gossiping, rude comments, showing favoritism, yelling, lying, and ignoring other people at work (Tepper & Henle, 2011 ). These variables relate to employees’ psychological well-being, physical well-being, work attitudes (e.g., job satisfaction and organizational commitment), and turnover intention (e.g., Hershcovis, 2011 ; Spector & Jex, 1998 ). Some researchers differentiated the source of mistreatment, such as mistreatment from one’s supervisor versus mistreatment from one’s coworker (e.g., Bruk-Lee & Spector, 2006 ; Frone, 2000 ; Liu, Liu, Spector, & Shi, 2011 ).

Role Stressors

Role stressors are demands, constraints, or opportunities a person perceives to be associated, and thus expected, with his or her work role(s) across various situations. Three commonly studied role stressors are role ambiguity, role conflict, and role overload (Glazer & Beehr, 2005 ; Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964 ). Role ambiguity in the workplace occurs when an employee lacks clarity regarding what performance-related behaviors are expected of him or her. Role conflict refers to situations wherein an employee receives incompatible role requests from the same or different supervisors or the employee is asked to engage in work that impedes his or her performance in other work or nonwork roles or clashes with his or her values. Role overload refers to excessive demands and insufficient time (quantitative) or knowledge (qualitative) to complete the work. The construct is often used interchangeably with workload, though role overload focuses more on perceived expectations from others about one’s workload. These role stressors significantly relate to low job satisfaction, low organizational commitment, low job performance, high tension or anxiety, and high turnover intention (Abramis, 1994 ; Glazer & Beehr, 2005 ; Jackson & Schuler, 1985 ).

Excessive workload is one of the most salient stressors at work (e.g., Liu et al., 2007 ). There are two types of workload: quantitative and qualitative workload (LaRocco, Tetrick, & Meder, 1989 ; Parasuraman & Purohit, 2000 ). Quantitative workload refers to the excessive amount of work one has. In a summary of a Chartered Institute of Personnel & Development Report from 2006 , Dewe and Kompier ( 2008 ) noted that quantitative workload was one of the top three stressors workers experienced at work. Qualitative workload refers to the difficulty of work. Workload also differs by the type of the load. There are mental workload and physical workload (Dwyer & Ganster, 1991 ). Excessive physical workload may result in physical discomfort or illness. Excessive mental workload will cause psychological distress such as anxiety or frustration (Bowling & Kirkendall, 2012 ). Another factor affecting quantitative workload is interruptions (during the workday). Lin, Kain, and Fritz ( 2013 ) found that interruptions delay completion of job tasks, thus adding to the perception of workload.

Work-Family Conflict

Work-family conflict is a form of inter-role conflict in which demands from one’s work domain and one’s family domain are incompatible to some extent (Greenhaus & Beutell, 1985 ). Work can interfere with family (WIF) and/or family can interfere with work (FIW) due to time-related commitments to participating in one domain or another, incompatible behavioral expectations, or when strains in one domain carry over to the other (Greenhaus & Beutell, 1985 ). Work-family conflict significantly relates to work-related outcomes (e.g., job satisfaction, organizational commitment, turnover intention, burnout, absenteeism, job performance, job strains, career satisfaction, and organizational citizenship behaviors), family-related outcomes (e.g., marital satisfaction, family satisfaction, family-related performance, family-related strains), and domain-unspecific outcomes (e.g., life satisfaction, psychological strain, somatic or physical symptoms, depression, substance use or abuse, and anxiety; Amstad, Meier, Fasel, Elfering, & Semmer, 2011 ).

Individuals and organizations can experience work-related strains. Sometimes organizations will experience strains through the employee’s negative attitudes or strains, such as that a worker’s absence might yield lower production rates, which would roll up into an organizational metric of organizational performance. In the industrial and organizational (IO) psychology literature, organizational strains are mostly observed as macro-level indicators, such as health insurance costs, accident-free days, and pervasive problems with company morale. In contrast, individual strains, usually referred to as job strains, are internal to an employee. They are responses to work conditions and relate to health and well-being of employees. In other words, “job strains are adverse reactions employees have to job stressors” (Spector, Chen, & O’Connell, 2000 , p. 211). Job strains tend to fall into three categories: behavioral, physical, and psychological (Jex & Beehr, 1991 ).

Behavioral strains consist of actions that employees take in response to job stressors. Examples of behavioral strains include employees drinking alcohol in the workplace or intentionally calling in sick when they are not ill (Spector et al., 2000 ). Physical strains consist of health symptoms that are physiological in nature that employees contract in response to job stressors. Headaches and ulcers are examples of physical strains. Lastly, psychological strains are emotional reactions and attitudes that employees have in response to job stressors. Examples of psychological strains are job dissatisfaction, anxiety, and frustration (Spector et al., 2000 ). Interestingly, research studies that utilize self-report measures find that most job strains experienced by employees tend to be psychological strains (Spector et al., 2000 ).

Leading Frameworks

Organizations that are keen on identifying organizational pain points and remedying them through organizational campaigns or initiatives often discover the pain points are rooted in work-related stressors and strains and the initiatives have to focus on reducing workers’ stress and increasing a company’s profitability. Through organizational climate surveys, for example, companies discover that aspects of the organization’s environment, including its policies, practices, reward structures, procedures, and processes, as well as employees at all levels of the company, are contributing to the individual and organizational stress. Recent studies have even begun to examine team climates for eustress and distress assessed in terms of team members’ homogenous psychological experience of vigor, efficacy, dedication, and cynicism (e.g., Kożusznik, Rodriguez, & Peiro, 2015 ).

Each of the frameworks presented advances different aspects that need to be identified in order to understand the source and potential remedy for stressors and strains. In some models, the focus is on resources, in others on the interaction of the person and environment, and in still others on the role of the person in the workplace. Few frameworks directly examine the role of the organization, but the organization could use these frameworks to plan interventions that would minimize stressors, cope with existing stressors, and prevent and/or manage strains. One of the leading frameworks in work stress research that is used to guide organizational interventions is the person and environment (P-E) fit (French & Caplan, 1972 ). Its precursor is the University of Michigan Institute for Social Research’s (ISR) role stress model (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964 ) and Lewin’s Field Theory. Several other theories have since evolved from the P-E fit framework, including Karasek and Theorell’s ( 1990 ), Karasek ( 1979 ) Job Demands-Control Model (JD-C), the transactional framework (Lazarus & Folkman, 1984 ), Conservation of Resources (COR) theory (Hobfoll, 1989 ), and Siegrist’s ( 1996 ) Effort-Reward Imbalance (ERI) Model.

Field Theory

The premise of Kahn et al.’s ( 1964 ) role stress theory is Lewin’s ( 1997 ) Field Theory. Lewin purported that behavior and mental events are a dynamic function of the whole person, including a person’s beliefs, values, abilities, needs, thoughts, and feelings, within a given situation (field or environment), as well as the way a person represents his or her understanding of the field and behaves in that space. Lewin explains that work-related strains are a result of individuals’ subjective perceptions of objective factors, such as work roles, relationships with others in the workplace, as well as personality indicators, and can be used to predict people’s reactions, including illness. Thus, to make changes to an organizational system, it is necessary to understand a field and try to move that field from the current state to the desired state. Making this move necessitates identifying mechanisms influencing individuals.

Role Stress Theory

Role stress theory mostly isolates the perspective a person has about his or her work-related responsibilities and expectations to determine how those perceptions relate with a person’s work-related strains. However, those relationships have been met with somewhat varied results, which Glazer and Beehr ( 2005 ) concluded might be a function of differences in culture, an environmental factor often neglected in research. Kahn et al.’s ( 1964 ) role stress theory, coupled with Lewin’s ( 1936 ) Field Theory, serves as the foundation for the P-E fit theory. Lewin ( 1936 ) wrote, “Every psychological event depends upon the state of the person and at the same time on the environment” (p. 12). Researchers of IO psychology have narrowed the environment to the organization or work team. This narrowed view of the organizational environment is evident in French and Caplan’s ( 1972 ) P-E fit framework.

Person-Environment Fit Theory

The P-E fit framework focuses on the extent to which there is congruence between the person and a given environment, such as the organization (Caplan, 1987 ; Edwards, 2008 ). For example, does the person have the necessary skills and abilities to fulfill an organization’s demands, or does the environment support a person’s desire for autonomy (i.e., do the values align?) or fulfill a person’s needs (i.e., a person’s needs are rewarded). Theoretically and empirically, the greater the person-organization fit, the greater a person’s job satisfaction and organizational commitment, the less a person’s turnover intention and work-related stress (see meta-analyses by Assouline & Meir, 1987 ; Kristof-Brown, Zimmerman, & Johnson, 2005 ; Verquer, Beehr, & Wagner, 2003 ).

Job Demands-Control/Support (JD-C/S) and Job Demands-Resources (JD-R) Model

Focusing more closely on concrete aspects of work demands and the extent to which a person perceives he or she has control or decision latitude over those demands, Karasek ( 1979 ) developed the JD-C model. Karasek and Theorell ( 1990 ) posited that high job demands under conditions of little decision latitude or control yield high strains, which have varied implications on the health of an organization (e.g., in terms of high turnover, employee ill-health, poor organizational performance). This theory was modified slightly to address not only control, but also other resources that could protect a person from unruly job demands, including support (aka JD-C/S, Johnson & Hall, 1988 ; and JD-R, Bakker, van Veldhoven, & Xanthopoulou, 2010 ). Whether focusing on control or resources, both they and job demands are said to reflect workplace characteristics, while control and resources also represent coping strategies or tools (Siegrist, 2010 ).

Despite the glut of research testing the JD-C and JD-R, results are somewhat mixed. Testing the interaction between job demands and control, Beehr, Glaser, Canali, and Wallwey ( 2001 ) did not find empirical support for the JD-C theory. However, Dawson, O’Brien, and Beehr ( 2016 ) found that high control and high support buffered against the independent deleterious effects of interpersonal conflict, role conflict, and organizational politics (demands that were categorized as hindrance stressors) on anxiety, as well as the effects of interpersonal conflict and organizational politics on physiological symptoms, but control and support did not moderate the effects between challenge stressors and strains. Coupled with Bakker, Demerouti, and Sanz-Vergel’s ( 2014 ) note that excessive job demands are a source of strain, but increased job resources are a source of engagement, Dawson et al.’s results suggest that when an organization identifies that demands are hindrances, it can create strategies for primary (preventative) stress management interventions and attempt to remove or reduce such work demands. If the demands are challenging, though manageable, but latitude to control the challenging stressors and support are insufficient, the organization could modify practices and train employees on adopting better strategies for meeting or coping (secondary stress management intervention) with the demands. Finally, if the organization can neither afford to modify the demands or the level of control and support, it will be necessary for the organization to develop stress management (tertiary) interventions to deal with the inevitable strains.

Conservation of Resources Theory

The idea that job resources reinforce engagement in work has been propagated in Hobfoll’s ( 1989 ) Conservation of Resources (COR) theory. COR theory also draws on the foundational premise that people’s mental health is a function of the person and the environment, forwarding that how people interpret their environment (including the societal context) affects their stress levels. Hobfoll focuses on resources such as objects, personal characteristics, conditions, or energies as particularly instrumental to minimizing strains. He asserts that people do whatever they can to protect their valued resources. Thus, strains develop when resources are threatened to be taken away, actually taken away, or when additional resources are not attainable after investing in the possibility of gaining more resources (Hobfoll, 2001 ). By extension, organizations can invest in activities that would minimize resource loss and create opportunities for resource gains and thus have direct implications for devising primary and secondary stress management interventions.

Transactional Framework

Lazarus and Folkman ( 1984 ) developed the widely studied transactional framework of stress. This framework holds as a key component the cognitive appraisal process. When individuals perceive factors in the work environment as a threat (i.e., primary appraisal), they will scan the available resources (external or internal to himself or herself) to cope with the stressors (i.e., secondary appraisal). If the coping resources provide minimal relief, strains develop. Until recently, little attention has been given to the cognitive appraisal associated with different work stressors (Dewe & Kompier, 2008 ; Liu & Li, 2017 ). In a study of Polish and Spanish social care service providers, stressors appraised as a threat related positively to burnout and less engagement, but stressors perceived as challenges yielded greater engagement and less burnout (Kożusznik, Rodriguez, & Peiro, 2012 ). Similarly, Dawson et al. ( 2016 ) found that even with support and control resources, hindrance demands were more strain-producing than challenge demands, suggesting that appraisal of the stressor is important. In fact, “many people respond well to challenging work” (Beehr et al., 2001 , p. 126). Kożusznik et al. ( 2012 ) recommend training employees to change the way they view work demands in order to increase engagement, considering that part of the problem may be about how the person appraises his or her environment and, thus, copes with the stressors.

Effort-Reward Imbalance

Siegrist’s ( 1996 ) Model of Effort-Reward Imbalance (ERI) focuses on the notion of social reciprocity, such that a person fulfills required work tasks in exchange for desired rewards (Siegrist, 2010 ). ERI sheds light on how an imbalance in a person’s expectations of an organization’s rewards (e.g., pay, bonus, sense of advancement and development, job security) in exchange for a person’s efforts, that is a break in one’s work contract, leads to negative responses, including long-term ill-health (Siegrist, 2010 ; Siegrist et al., 2014 ). In fact, prolonged perception of a work contract imbalance leads to adverse health, including immunological problems and inflammation, which contribute to cardiovascular disease (Siegrist, 2010 ). The model resembles the relational and interactional psychological contract theory in that it describes an employee’s perception of the terms of the relationship between the person and the workplace, including expectations of performance, job security, training and development opportunities, career progression, salary, and bonuses (Thomas, Au, & Ravlin, 2003 ). The psychological contract, like the ERI model, focuses on social exchange. Furthermore, the psychological contract, like stress theories, are influenced by cultural factors that shape how people interpret their environments (Glazer, 2008 ; Thomas et al., 2003 ). Violations of the psychological contract will negatively affect a person’s attitudes toward the workplace and subsequent health and well-being (Siegrist, 2010 ). To remediate strain, Siegrist ( 2010 ) focuses on both the person and the environment, recognizing that the organization is particularly responsible for changing unfavorable work conditions and the person is responsible for modifying his or her reactions to such conditions.

Stress Management Interventions: Primary, Secondary, and Tertiary

Remediation of work stress and organizational development interventions are about realigning the employee’s experiences in the workplace with factors in the environment, as well as closing the gap between the current environment and the desired environment. Work stress develops when an employee perceives the work demands to exceed the person’s resources to cope and thus threatens employee well-being (Dewe & Kompier, 2008 ). Likewise, an organization’s need to change arises when forces in the environment are creating a need to change in order to survive (see Figure 1 ). Lewin’s ( 1951 ) Force Field Analysis, the foundations of which are in Field Theory, is one of the first organizational development intervention tools presented in the social science literature. The concept behind Force Field Analysis is that in order to survive, organizations must adapt to environmental forces driving a need for organizational change and remove restraining forces that create obstacles to organizational change. In order to do this, management needs to delineate the current field in which the organization is functioning, understand the driving forces for change, identify and dampen or eliminate the restraining forces against change. Several models for analyses may be applied, but most approaches are variations of organizational climate surveys.

Through organizational surveys, workers provide management with a snapshot view of how they perceive aspects of their work environment. Thus, the view of the health of an organization is a function of several factors, chief among them employees’ views (i.e., the climate) about the workplace (Lewin, 1951 ). Indeed, French and Kahn ( 1962 ) posited that well-being depends on the extent to which properties of the person and properties of the environment align in terms of what a person requires and the resources available in a given environment. Therefore, only when properties of the person and properties of the environment are sufficiently understood can plans for change be developed and implemented targeting the environment (e.g., change reporting structures to relieve, and thus prevent future, communication stressors) and/or the person (e.g., providing more autonomy, vacation days, training on new technology). In short, climate survey findings can guide consultants about the emphasis for organizational interventions: before a problem arises aka stress prevention, e.g., carefully crafting job roles), when a problem is present, but steps are taken to mitigate their consequences (aka coping, e.g., providing social support groups), and/or once strains develop (aka. stress management, e.g., healthcare management policies).

For each of the primary (prevention), secondary (coping), and tertiary (stress management) techniques the target for intervention can be the entire workforce, a subset of the workforce, or a specific person. Interventions that target the entire workforce may be considered organizational interventions, as they have direct implications on the health of all individuals and consequently the health of the organization. Several interventions categorized as primary and secondary interventions may also be implemented after strains have developed and after it has been discerned that a person or the organization did not do enough to mitigate stressors or strains (see Figure 1 ). The designation of many of the interventions as belonging to one category or another may be viewed as merely a suggestion.

Primary Interventions (Preventative Stress Management)

Before individuals begin to perceive work-related stressors, organizations engage in stress prevention strategies, such as providing people with resources (e.g., computers, printers, desk space, information about the job role, organizational reporting structures) to do their jobs. However, sometimes the institutional structures and resources are insufficient or ambiguous. Scholars and practitioners have identified several preventative stress management strategies that may be implemented.

Planning and Time Management

When employees feel quantitatively overloaded, sometimes the remedy is improving the employees’ abilities to plan and manage their time (Quick, Quick, Nelson, & Hurrell, 2003 ). Planning is a future-oriented activity that focuses on conceptual and comprehensive work goals. Time management is a behavior that focuses on organizing, prioritizing, and scheduling work activities to achieve short-term goals. Given the purpose of time management, it is considered a primary intervention, as engaging in time management helps to prevent work tasks from mounting and becoming unmanageable, which would subsequently lead to adverse outcomes. Time management comprises three fundamental components: (1) establishing goals, (2) identifying and prioritizing tasks to fulfill the goals, and (3) scheduling and monitoring progress toward goal achievement (Peeters & Rutte, 2005 ). Workers who employ time management have less role ambiguity (Macan, Shahani, Dipboye, & Philips, 1990 ), psychological stress or strain (Adams & Jex, 1999 ; Jex & Elaqua, 1999 ; Macan et al., 1990 ), and greater job satisfaction (Macan, 1994 ). However, Macan ( 1994 ) did not find a relationship between time management and performance. Still, Claessens, van Eerde, Rutte, and Roe ( 2004 ) found that perceived control of time partially mediated the relationships between planning behavior (an indicator of time management), job autonomy, and workload on one hand, and job strains, job satisfaction, and job performance on the other hand. Moreover, Peeters and Rutte ( 2005 ) observed that teachers with high work demands and low autonomy experienced more burnout when they had poor time management skills.

Person-Organization Fit

Just as it is important for organizations to find the right person for the job and organization, so is it the responsibility of a person to choose to work at the right organization—an organization that fulfills the person’s needs and upholds the values important to the individual, as much as the person fulfills the organization’s needs and adapts to its values. When people fit their employing organizations they are setting themselves up for experiencing less strain-producing stressors (Kristof-Brown et al., 2005 ). In a meta-analysis of 62 person-job fit studies and 110 person-organization fit studies, Kristof-Brown et al. ( 2005 ) found that person-job fit had a negative correlation with indicators of job strain. In fact, a primary intervention of career counseling can help to reduce stress levels (Firth-Cozens, 2003 ).

Job Redesign

The Job Demands-Control/Support (JD-C/S), Job Demands-Resources (JD-R), and transactional models all suggest that factors in the work context require modifications in order to reduce potential ill-health and poor organizational performance. Drawing on Hackman and Oldham’s ( 1980 ) Job Characteristics Model, it is possible to assess with the Job Diagnostics Survey (JDS) the current state of work characteristics related to skill variety, task identity, task significance, autonomy, and feedback. Modifying those aspects would help create a sense of meaningfulness, sense of responsibility, and feeling of knowing how one is performing, which subsequently affects a person’s well-being as identified in assessments of motivation, satisfaction, improved performance, and reduced withdrawal intentions and behaviors. Extending this argument to the stress models, it can be deduced that reducing uncertainty or perceived unfairness that may be associated with a person’s perception of these work characteristics, as well as making changes to physical characteristics of the environment (e.g., lighting, seating, desk, air quality), nature of work (e.g., job responsibilities, roles, decision-making latitude), and organizational arrangements (e.g., reporting structure and feedback mechanisms), can help mitigate against numerous ill-health consequences and reduced organizational performance. In fact, Fried et al. ( 2013 ) showed that healthy patients of a medical clinic whose jobs were excessively low (i.e., monotonous) or excessively high (i.e., overstimulating) on job enrichment (as measured by the JDS) had greater abdominal obesity than those whose jobs were optimally enriched. By taking stock of employees’ perceptions of the current work situation, managers might think about ways to enhance employees’ coping toolkit, such as training on how to deal with difficult clients or creating stimulating opportunities when jobs have low levels of enrichment.

Participatory Action Research Interventions

Participatory action research (PAR) is an intervention wherein, through group discussions, employees help to identify and define problems in organizational structure, processes, policies, practices, and reward structures, as well as help to design, implement, and evaluate success of solutions. PAR is in itself an intervention, but its goal is to design interventions to eliminate or reduce work-related factors that are impeding performance and causing people to be unwell. An example of a successful primary intervention, utilizing principles of PAR and driven by the JD-C and JD-C/S stress frameworks is Health Circles (HCs; Aust & Ducki, 2004 ).

HCs, developed in Germany in the 1980s, were popular practices in industries, such as metal, steel, and chemical, and service. Similar to other problem-solving practices, such as quality circles, HCs were based on the assumptions that employees are the experts of their jobs. For this reason, to promote employee well-being, management and administrators solicited suggestions and ideas from the employees to improve occupational health, thereby increasing employees’ job control. HCs also promoted communication between managers and employees, which had a potential to increase social support. With more control and support, employees would experience less strains and better occupational well-being.

Employing the three-steps of (1) problem analysis (i.e., diagnosis or discovery through data generated from organizational records of absenteeism length, frequency, rate, and reason and employee survey), (2) HC meetings (6 to 10 meetings held over several months to brainstorm ideas to improve occupational safety and health concerns identified in the discovery phase), and (3) HC evaluation (to determine if desired changes were accomplished and if employees’ reports of stressors and strains changed after the course of 15 months), improvements were to be expected (Aust & Ducki, 2004 ). Aust and Ducki ( 2004 ) reviewed 11 studies presenting 81 health circles in 30 different organizations. Overall study participants had high satisfaction with the HCs practices. Most companies acted upon employees’ suggestions (e.g., improving driver’s seat and cab, reducing ticket sale during drive, team restructuring and job rotation to facilitate communication, hiring more employees during summer time, and supervisor training program to improve leadership and communication skills) to improve work conditions. Thus, HCs represent a successful theory-grounded intervention to routinely improve employees’ occupational health.

Physical Setting

The physical environment or physical workspace has an enormous impact on individuals’ well-being, attitudes, and interactions with others, as well as on the implications on innovation and well-being (Oksanen & Ståhle, 2013 ; Vischer, 2007 ). In a study of 74 new product development teams (total of 437 study respondents) in Western Europe, Chong, van Eerde, Rutte, and Chai ( 2012 ) found that when teams were faced with challenge time pressures, meaning the teams had a strong interest and desire in tackling complex, but engaging tasks, when they were working proximally close with one another, team communication improved. Chong et al. assert that their finding aligns with prior studies that have shown that physical proximity promotes increased awareness of other team members, greater tendency to initiate conversations, and greater team identification. However, they also found that when faced with hindrance time pressures, physical proximity related to low levels of team communication, but when hindrance time pressure was low, team proximity had an increasingly greater positive relationship with team communication.

In addition to considering the type of work demand teams must address, other physical workspace considerations include whether people need to work collaboratively and synchronously or independently and remotely (or a combination thereof). Consideration needs to be given to how company contributors would satisfy client needs through various modes of communication, such as email vs. telephone, and whether individuals who work by a window might need shading to block bright sunlight from glaring on their computer screens. Finally, people who have to use the telephone for extensive periods of time would benefit from earphones to prevent neck strains. Most physical stressors are rather simple to rectify. However, companies are often not aware of a problem until after a problem arises, such as when a person’s back is strained from trying to move heavy equipment. Companies then implement strategies to remediate the environmental stressor. With the help of human factors, and organizational and office design consultants, many of the physical barriers to optimal performance can be prevented (Rousseau & Aubé, 2010 ). In a study of 215 French-speaking Canadian healthcare employees, Rousseau and Aubé ( 2010 ) found that although supervisor instrumental support positively related with affective commitment to the organization, the relationship was even stronger for those who reported satisfaction with the ambient environment (i.e., temperature, lighting, sound, ventilation, and cleanliness).

Secondary Interventions (Coping)

Secondary interventions, also referred to as coping, focus on resources people can use to mitigate the risk of work-related illness or workplace injury. Resources may include properties related to social resources, behaviors, and cognitive structures. Each of these resource domains may be employed to cope with stressors. Monat and Lazarus ( 1991 ) summarize the definition of coping as “an individual’s efforts to master demands (or conditions of harm, threat, or challenge) that are appraised (or perceived) as exceeding or taxing his or her resources” (p. 5). To master demands requires use of the aforementioned resources. Secondary interventions help employees become aware of the psychological, physical, and behavioral responses that may occur from the stressors presented in their working environment. Secondary interventions help a person detect and attend to stressors and identify resources for and ways of mitigating job strains. Often, coping strategies are learned skills that have a cognitive foundation and serve important functions in improving people’s management of stressors (Lazarus & Folkman, 1991 ). Coping is effortful, but with practice it becomes easier to employ. This idea is the foundation for understanding the role of resilience in coping with stressors. However, “not all adaptive processes are coping. Coping is a subset of adaptational activities that involves effort and does not include everything that we do in relating to the environment” (Lazarus & Folkman, 1991 , p. 198). Furthermore, sometimes to cope with a stressor, a person may call upon social support sources to help with tangible materials or emotional comfort. People call upon support resources because they help to restructure how a person approaches or thinks about the stressor.

Most secondary interventions are aimed at helping the individual, though companies, as a policy, might require all employees to partake in training aimed at increasing employees’ awareness of and skills aimed at handling difficult situations vis à vis company channels (e.g., reporting on sexual harassment or discrimination). Furthermore, organizations might institute mentoring programs or work groups to address various work-related matters. These programs employ awareness-raising activities, stress-education, or skills training (cf., Bhagat, Segovis, & Nelson, 2012 ), which include development of skills in problem-solving, understanding emotion-focused coping, identifying and using social support, and enhancing capacity for resilience. The aim of these programs, therefore, is to help employees proactively review their perceptions of psychological, physical, and behavioral job-related strains, thereby extending their resilience, enabling them to form a personal plan to control stressors and practice coping skills (Cooper, Dewe, & O’Driscoll, 2011 ).

Often these stress management programs are instituted after an organization has observed excessive absenteeism and work-related performance problems and, therefore, are sometimes categorized as a tertiary stress management intervention or even a primary (prevention) intervention. However, the skills developed for coping with stressors also place the programs in secondary stress management interventions. Example programs that are categorized as tertiary or primary stress management interventions may also be secondary stress management interventions (see Figure 1 ), and these include lifestyle advice and planning, stress inoculation training, simple relaxation techniques, meditation, basic trainings in time management, anger management, problem-solving skills, and cognitive-behavioral therapy. Corporate wellness programs also fall under this category. In other words, some programs could be categorized as primary, secondary, or tertiary interventions depending upon when the employee (or organization) identifies the need to implement the program. For example, time management practices could be implemented as a means of preventing some stressors, as a way to cope with mounting stressors, or as a strategy to mitigate symptoms of excessive of stressors. Furthermore, these programs can be administered at the individual level or group level. As related to secondary interventions, these programs provide participants with opportunities to develop and practice skills to cognitively reappraise the stressor(s); to modify their perspectives about stressors; to take time out to breathe, stretch, meditate, relax, and/or exercise in an attempt to support better decision-making; to articulate concerns and call upon support resources; and to know how to say “no” to onslaughts of requests to complete tasks. Participants also learn how to proactively identify coping resources and solve problems.

According to Cooper, Dewe, and O’Driscoll ( 2001 ), secondary interventions are successful in helping employees modify or strengthen their ability to cope with the experience of stressors with the goal of mitigating the potential harm the job stressors may create. Secondary interventions focus on individuals’ transactions with the work environment and emphasize the fit between a person and his or her environment. However, researchers have pointed out that the underlying assumption of secondary interventions is that the responsibility for coping with the stressors of the environment lies within individuals (Quillian-Wolever & Wolever, 2003 ). If companies cannot prevent the stressors in the first place, then they are, in part, responsible for helping individuals develop coping strategies and informing employees about programs that would help them better cope with job stressors so that they are able to fulfill work assignments.

Stress management interventions that help people learn to cope with stressors focus mainly on the goals of enabling problem-resolution or expressing one’s emotions in a healthy manner. These goals are referred to as problem-focused coping and emotion-focused coping (Folkman & Lazarus, 1980 ; Pearlin & Schooler, 1978 ), and the person experiencing the stressors as potential threat is the agent for change and the recipient of the benefits of successful coping (Hobfoll, 1998 ). In addition to problem-focused and emotion-focused coping approaches, social support and resilience may be coping resources. There are many other sources for coping than there is room to present here (see e.g., Cartwright & Cooper, 2005 ); however, the current literature has primarily focused on these resources.

Problem-Focused Coping

Problem-focused or direct coping helps employees remove or reduce stressors in order to reduce their strain experiences (Bhagat et al., 2012 ). In problem-focused coping employees are responsible for working out a strategic plan in order to remove job stressors, such as setting up a set of goals and engaging in behaviors to meet these goals. Problem-focused coping is viewed as an adaptive response, though it can also be maladaptive if it creates more problems down the road, such as procrastinating getting work done or feigning illness to take time off from work. Adaptive problem-focused coping negatively relates to long-term job strains (Higgins & Endler, 1995 ). Discussion on problem-solving coping is framed from an adaptive perspective.

Problem-focused coping is featured as an extension of control, because engaging in problem-focused coping strategies requires a series of acts to keep job stressors under control (Bhagat et al., 2012 ). In the stress literature, there are generally two ways to categorize control: internal versus external locus of control, and primary versus secondary control. Locus of control refers to the extent to which people believe they have control over their own life (Rotter, 1966 ). People high in internal locus of control believe that they can control their own fate whereas people high in external locus of control believe that outside factors determine their life experience (Rotter, 1966 ). Generally, those with an external locus of control are less inclined to engage in problem-focused coping (Strentz & Auerbach, 1988 ). Primary control is the belief that people can directly influence their environment (Alloy & Abramson, 1979 ), and thus they are more likely to engage in problem-focused coping. However, when it is not feasible to exercise primary control, people search for secondary control, with which people try to adapt themselves into the objective environment (Rothbaum, Weisz, & Snyder, 1982 ).

Emotion-Focused Coping

Emotion-focused coping, sometimes referred to as palliative coping, helps employees reduce strains without the removal of job stressors. It involves cognitive or emotional efforts, such as talking about the stressor or distracting oneself from the stressor, in order to lessen emotional distress resulting from job stressors (Bhagat et al., 2012 ). Emotion-focused coping aims to reappraise and modify the perceptions of a situation or seek emotional support from friends or family. These methods do not include efforts to change the work situation or to remove the job stressors (Lazarus & Folkman, 1991 ). People tend to adopt emotion-focused coping strategies when they believe that little or nothing can be done to remove the threatening, harmful, and challenging stressors (Bhagat et al., 2012 ), such as when they are the only individuals to have the skills to get a project done or they are given increased responsibilities because of the unexpected departure of a colleague. Emotion-focused coping strategies include (1) reappraisal of the stressful situation, (2) talking to friends and receiving reassurance from them, (3) focusing on one’s strength rather than weakness, (4) optimistic comparison—comparing one’s situation to others’ or one’s past situation, (5) selective ignoring—paying less attention to the unpleasant aspects of one’s job and being more focused on the positive aspects of the job, (6) restrictive expectations—restricting one’s expectations on job satisfaction but paying more attention to monetary rewards, (7) avoidance coping—not thinking about the problem, leaving the situation, distracting oneself, or using alcohol or drugs (e.g., Billings & Moos, 1981 ).

Some emotion-focused coping strategies are maladaptive. For example, avoidance coping may lead to increased level of job strains in the long run (e.g., Parasuraman & Cleek, 1984 ). Furthermore, a person’s ability to cope with the imbalance of performing work to meet organizational expectations can take a toll on the person’s health, leading to physiological consequences such as cardiovascular disease, sleep disorders, gastrointestinal disorders, and diabetes (Fried et al., 2013 ; Siegrist, 2010 ; Toker, Shirom, Melamed, & Armon, 2012 ; Willert, Thulstrup, Hertz, & Bonde, 2010 ).

Comparing Coping Strategies across Cultures

Most coping research is conducted in individualistic, Western cultures wherein emotional control is emphasized and both problem-solving focused coping and primary control are preferred (Bhagat et al., 2010 ). However, in collectivistic cultures, emotion-focused coping and use of secondary control may be preferred and may not necessarily carry a negative evaluation (Bhagat et al., 2010 ). For example, African Americans are more likely to use emotion-focused coping than non–African Americans (Knight, Silverstein, McCallum, & Fox, 2000 ), and among women who experienced sexual harassment, Anglo American women were less likely to employ emotion focused coping (i.e., avoidance coping) than Turkish women and Hispanic American women, while Hispanic women used more denial than the other two groups (Wasti & Cortina, 2002 ).

Thus, whereas problem-focused coping is venerated in Western societies, emotion-focused coping may be more effective in reducing strains in collectivistic cultures, such as China, Japan, and India (Bhagat et al., 2010 ; Narayanan, Menon, & Spector, 1999 ; Selmer, 2002 ). Indeed, Swedish participants reported more problem-focused coping than did Chinese participants (Xiao, Ottosson, & Carlsson, 2013 ), American college students engaged in more problem-focused coping behaviors than did their Japanese counterparts (Ogawa, 2009 ), and Indian (vs. Canadian) students reported more emotion-focused coping, such as seeking social support and positive reappraisal (Sinha, Willson, & Watson, 2000 ). Moreover, Glazer, Stetz, and Izso ( 2004 ) found that internal locus of control was more predominant in individualistic cultures (United Kingdom and United States), whereas external locus of control was more predominant in communal cultures (Italy and Hungary). Also, internal locus of control was associated with less job stress, but more so for nurses in the United Kingdom and United States than Italy and Hungary. Taken together, adoption of coping strategies and their effectiveness differ significantly across cultures. The extent to which a coping strategy is perceived favorably and thus selected or not selected is not only a function of culture, but also a person’s sociocultural beliefs toward the coping strategy (Morimoto, Shimada, & Ozaki, 2013 ).

Social Support

Social support refers to the aid an entity gives to a person. The source of the support can be a single person, such as a supervisor, coworker, subordinate, family member, friend, or stranger, or an organization as represented by upper-level management representing organizational practices. The type of support can be instrumental or emotional. Instrumental support, including informational support, refers to that which is tangible, such as data to help someone make a decision or colleagues’ sick days so one does not lose vital pay while recovering from illness. Emotional support, including esteem support, refers to the psychological boost given to a person who needs to express emotions and feel empathy from others or to have his or her perspective validated. Beehr and Glazer ( 2001 ) present an overview of the role of social support on the stressor-strain relationship and arguments regarding the role of culture in shaping the utility of different sources and types of support.

Meaningfulness and Resilience

Meaningfulness reflects the extent to which people believe their lives are significant, purposeful, goal-directed, and fulfilling (Glazer, Kożusznik, Meyers, & Ganai, 2014 ). When faced with stressors, people who have a strong sense of meaning in life will also try to make sense of the stressors. Maintaining a positive outlook on life stressors helps to manage emotions, which is helpful in reducing strains, particularly when some stressors cannot be problem-solved (Lazarus & Folkman, 1991 ). Lazarus and Folkman ( 1991 ) emphasize that being able to reframe threatening situations can be just as important in an adaptation as efforts to control the stressors. Having a sense of meaningfulness motivates people to behave in ways that help them overcome stressors. Thus, meaningfulness is often used in the same breath as resilience, because people who are resilient are often protecting that which is meaningful.

Resilience is a personality state that can be fortified and enhanced through varied experiences. People who perceive their lives are meaningful are more likely to find ways to face adversity and are therefore more prone to intensifying their resiliency. When people demonstrate resilience to cope with noxious stressors, their ability to be resilient against other stressors strengthens because through the experience, they develop more competencies (Glazer et al., 2014 ). Thus, fitting with Hobfoll’s ( 1989 , 2001 ) COR theory, meaningfulness and resilience are psychological resources people attempt to conserve and protect, and employ when necessary for making sense of or coping with stressors.

Tertiary Interventions (Stress Management)

Stress management refers to interventions employed to treat and repair harmful repercussions of stressors that were not coped with sufficiently. As Lazarus and Folkman ( 1991 ) noted, not all stressors “are amenable to mastery” (p. 205). Stressors that are unmanageable and lead to strains require interventions to reverse or slow down those effects. Workplace interventions might focus on the person, the organization, or both. Unfortunately, instead of looking at the whole system to include the person and the workplace, most companies focus on the person. Such a focus should not be a surprise given the results of van der Klink, Blonk, Schene, and van Dijk’s ( 2001 ) meta-analysis of 48 experimental studies conducted between 1977 and 1996 . They found that of four types of tertiary interventions, the effect size for cognitive-behavioral interventions and multimodal programs (e.g., the combination of assertive training and time management) was moderate and the effect size for relaxation techniques was small in reducing psychological complaints, but not turnover intention related to work stress. However, the effects of (the five studies that used) organization-focused interventions were not significant. Similarly, Richardson and Rothstein’s ( 2008 ) meta-analytic study, including 36 experimental studies with 55 interventions, showed a larger effect size for cognitive-behavioral interventions than relaxation, organizational, multimodal, or alternative. However, like with van der Klink et al. ( 2001 ), Richardson and Rothstein ( 2008 ) cautioned that there were few organizational intervention studies included and the impact of interventions were determined on the basis of psychological outcomes and not physiological or organizational outcomes. Van der Klink et al. ( 2001 ) further expressed concern that organizational interventions target the workplace and that changes in the individual may take longer to observe than individual interventions aimed directly at the individual.

The long-term benefits of individual focused interventions are not yet clear either. Per Giga, Cooper, and Faragher ( 2003 ), the benefits of person-directed stress management programs will be short-lived if organizational factors to reduce stressors are not addressed too. Indeed, LaMontagne, Keegel, Louie, Ostry, and Landsbergis ( 2007 ), in their meta-analysis of 90 studies on stress management interventions published between 1990 and 2005 , revealed that in relation to interventions targeting organizations only, and interventions targeting individuals only, interventions targeting both organizations and individuals (i.e. the systems approach) had the most favorable positive effects on both the organizations and the individuals. Furthermore, the organization-level interventions were effective at both the individual and organization levels, but the individual-level interventions were effective only at the individual level.

Individual-Focused Stress Management

Individual-focused interventions concentrate on improving conditions for the individual, though counseling programs emphasize that the worker is in charge of reducing “stress,” whereas role-focused interventions emphasize activities that organizations can guide to actually reduce unnecessary noxious environmental factors.

Individual-Focused Stress Management: Employee Assistance Programs

When stress become sufficiently problematic (which is individually gauged or attended to by supportive others) in a worker’s life, employees may utilize the short-term counseling services or referral services Employee Assistance Programs (EAPs) provide. People who utilize the counseling services may engage in cognitive behavioral therapy aimed at changing the way people think about the stressors (e.g., as challenge opportunity over threat) and manage strains. Example topics that may be covered in these therapy sessions include time management and goal setting (prioritization), career planning and development, cognitive restructuring and mindfulness, relaxation, and anger management. In a study of healthcare workers and teachers who participated in a 2-day to 2.5-day comprehensive stress management training program (including 26 topics on identifying, coping with, and managing stressors and strains), Siu, Cooper, and Phillips ( 2013 ) found psychological and physical improvements were self-reported among the healthcare workers (for which there was no control group). However, comparing an intervention group of teachers to a control group of teachers, the extent of change was not as visible, though teachers in the intervention group engaged in more mastery recovery experiences (i.e., they purposefully chose to engage in challenging activities after work).

Individual-Focused Stress Management: Mindfulness

A popular therapy today is to train people to be more mindful, which involves helping people live in the present, reduce negative judgement of current and past experiences, and practicing patience (Birnie, Speca, & Carlson, 2010 ). Mindfulness programs usually include training on relaxation exercises, gentle yoga, and awareness of the body’s senses. In one study offered through the continuing education program at a Canadian university, 104 study participants took part in an 8-week, 90 minute per group (15–20 participants per) session mindfulness program (Birnie et al., 2010 ). In addition to body scanning, they also listened to lectures on incorporating mindfulness into one’s daily life and received a take-home booklet and compact discs that guided participants through the exercises studied in person. Two weeks after completing the program, participants’ mindfulness attendance and general positive moods increased, while physical, psychological, and behavioral strains decreased. In another study on a sample of U.K. government employees, study participants receiving three sessions of 2.5 to 3 hours each training on mindfulness, with the first two sessions occurring in consecutive weeks and the third occurring about three months later, Flaxman and Bond ( 2010 ) found that compared to the control group, the intervention group showed a decrease in distress levels from Time 1 (baseline) to Time 2 (three months after first two training sessions) and Time 1 to Time 3 (after final training session). Moreover, of the mindfulness intervention study participants who were clinically distressed, 69% experienced clinical improvement in their psychological health.

Individual-Focused Stress Management: Biofeedback/Imagery/Meditation/Deep Breathing

Biofeedback uses electronic equipment to inform users about how their body is responding to tension. With guidance from a therapist, individuals then learn to change their physiological responses so that their pulse normalizes and muscles relax (Norris, Fahrion, & Oikawa, 2007 ). The therapist’s guidance might include reminders for imagery, meditation, body scan relaxation, and deep breathing. Saunders, Driskell, Johnston, and Salas’s ( 1996 ) meta-analysis of 37 studies found that imagery helped reduce state and performance anxiety. Once people have been trained to relax, reminder triggers may be sent through smartphone push notifications (Villani et al., 2013 ).

Smartphone technology can also be used to support weight loss programs, smoking cessation programs, and medication or disease (e.g., diabetes) management compliance (Heron & Smyth, 2010 ; Kannampallil, Waicekauskas, Morrow, Kopren, & Fu, 2013 ). For example, smartphones could remind a person to take medications or test blood sugar levels or send messages about healthy behaviors and positive affirmations.

Individual-Focused Stress Management: Sleep/Rest/Respite

Workers today sleep less per night than adults did nearly 30 years ago (Luckhaupt, Tak, & Calvert, 2010 ; National Sleep Foundation, 2005 , 2013 ). In order to combat problems, such as increased anxiety and cardiovascular artery disease, associated with sleep deprivation and insufficient rest, it is imperative that people disconnect from their work at least one day per week or preferably for several weeks so that they are able to restore psychological health (Etzion, Eden, & Lapidot, 1998 ; Ragsdale, Beehr, Grebner, & Han, 2011 ). When college students engaged in relaxation-type activities, such as reading or watching television, over the weekend, they experienced less emotional exhaustion and greater general well-being than students who engaged in resources-consuming activities, such as house cleaning (Ragsdale et al., 2011 ). Additional research and future directions for research are reviewed and identified in the work of Sonnentag ( 2012 ). For example, she asks whether lack of ability to detach from work is problematic for people who find their work meaningful. In other words, are negative health consequences only among those who do not take pleasure in their work? Sonnetag also asks how teleworkers detach from their work when engaging in work from the home. Ironically, one of the ways that companies are trying to help with the challenges of high workload or increased need to be available to colleagues, clients, or vendors around the globe is by offering flexible work arrangements, whereby employees who can work from home are given the opportunity to do so. Companies that require global interactions 24-hours per day often employ this strategy, but is the solution also a source of strain (Glazer, Kożusznik, & Shargo, 2012 )?

Individual-Focused Stress Management: Role Analysis

Role analysis or role clarification aims to redefine, expressly identify, and align employees’ roles and responsibilities with their work goals. Through role negotiation, involved parties begin to develop a new formal or informal contract about expectations and define resources needed to fulfill those expectations. Glazer has used this approach in organizational consulting and, with one memorable client engagement, found that not only were the individuals whose roles required deeper re-evaluation happier at work (six months later), but so were their subordinates. Subordinates who once characterized the two partners as hostile and akin to a couple going through a bad divorce, later referred to them as a blissful pair. Schaubroeck, Ganster, Sime, and Ditman ( 1993 ) also found in a three-wave study over a two-year period that university employees’ reports of role clarity and greater satisfaction with their supervisor increased after a role clarification exercise of top managers’ roles and subordinates’ roles. However, the intervention did not have any impact on reported physical symptoms, absenteeism, or psychological well-being. Role analysis is categorized under individual-focused stress management intervention because it is usually implemented after individuals or teams begin to demonstrate poor performance and because the intervention typically focuses on a few individuals rather than an entire organization or group. In other words, the intervention treats the person’s symptoms by redefining the role so as to eliminate the stimulant causing the problem.

Organization-Focused Stress Management

At the organizational level, companies that face major declines in productivity and profitability or increased costs related to healthcare and disability might be motivated to reassess organizational factors that might be impinging on employees’ health and well-being. After all, without healthy workers, it is not possible to have a healthy organization. Companies may choose to implement practices and policies that are expected to help not only the employees, but also the organization with reduced costs associated with employee ill-health, such as medical insurance, disability payments, and unused office space. Example practices and policies that may be implemented include flexible work arrangements to ensure that employees are not on the streets in the middle of the night for work that can be done from anywhere (such as the home), diversity programs to reduce stress-induced animosity and prejudice toward others, providing only healthy food choices in cafeterias, mandating that all employees have physicals in order to receive reduced prices for insurance, company-wide closures or mandatory paid time off, and changes in organizational visioning.

Organization-Focused Stress Management: Organizational-Level Occupational Health Interventions

As with job design interventions that are implemented to remediate work characteristics that were a source of unnecessary or excessive stressors, so are organizational-level occupational health (OLOH) interventions. As with many of the interventions, its placement as a primary or tertiary stress management intervention may seem arbitrary, but when considering the goal and target of change, it is clear that the intervention is implemented in response to some ailing organizational issues that need to be reversed or stopped, and because it brings in the entire organization’s workforce to address the problems, it has been placed in this category. There are several more case studies than empirical studies on the topic of whole system organizational change efforts (see example case studies presented by the United Kingdom’s Health and Safety Executive). It is possible that lack of published empirical work is not so much due to lack of attempting to gather and evaluate the data for publication, but rather because the OLOH interventions themselves never made it to the intervention stage, the interventions failed (Biron, Gatrell, & Cooper, 2010 ), or the level of evaluation was not rigorous enough to get into empirical peer-review journals. Fortunately, case studies provide some indication of the opportunities and problems associated with OLOH interventions.

One case study regarding Cardiff and Value University Health Board revealed that through focus group meetings with members of a steering group (including high-level managers and supported by top management) and facilitated by a neutral, non-judgemental organizational health consultant, ideas for change were posted on newsprint, discussed, and areas in the organization needing change were identified. The intervention for giving voice to people who initially had little already had a positive effect on the organization, as absence decreased by 2.09% and 6.9% merely 12 and 18 months, respectively, after the intervention. Translated in financial terms, the 6.9% change was equivalent to a quarterly savings of £80,000 (Health & Safety Executive, n.d. ). Thus, focusing on the context of change and how people will be involved in the change process probably helped the organization realize improvements (Biron et al., 2010 ). In a recent and rare empirical study, employing both qualitative and quantitative data collection methods, Sørensen and Holman ( 2014 ) utilized PAR in order to plan and implement an OLOH intervention over the course of 14 months. Their study aimed to examine the effectiveness of the PAR process in reducing workers’ work-related and social or interpersonal-related stressors that derive from the workplace and improving psychological, behavioral, and physiological well-being across six Danish organizations. Based on group dialogue, 30 proposals for change were proposed, all of which could be categorized as either interventions to focus on relational factors (e.g., management feedback improvement, engagement) or work processes (e.g., reduced interruptions, workload, reinforcing creativity). Of the interventions that were implemented, results showed improvements on manager relationship quality and reduced burnout, but no changes with respect to work processes (i.e., workload and work pace) perhaps because the employees already had sufficient task control and variety. These findings support Dewe and Kompier’s ( 2008 ) position that occupational health can be reinforced through organizational policies that reinforce quality jobs and work experiences.

Organization-Focused Stress Management: Flexible Work Arrangements

Dewe and Kompier ( 2008 ), citing the work of Isles ( 2005 ), noted that concern over losing one’s job is a reason for why 40% of survey respondents indicated they work more hours than formally required. In an attempt to create balance and perceived fairness in one’s compensation for putting in extra work hours, employees will sometimes be legitimately or illegitimately absent. As companies become increasingly global, many people with desk jobs are finding themselves communicating with colleagues who are halfway around the globe and at all hours of the day or night (Glazer et al., 2012 ). To help minimize the strains associated with these stressors, companies might devise flexible work arrangements (FWA), though the type of FWA needs to be tailored to the cultural environment (Masuda et al., 2012 ). FWAs give employees some leverage to decide what would be the optimal work arrangement for them (e.g., part-time, flexible work hours, compressed work week, telecommuting). In other words, FWA provides employees with the choice of when to work, where to work (on-site or off-site), and how many hours to work in a day, week, or pay period (Kossek, Thompson, & Lautsch, 2015 ). However, not all employees of an organization have equal access to or equitable use of FWAs; workers in low-wage, hourly jobs are often beholden to being physically present during specific hours (Swanberg McKechnie, Ojha, & James, 2011 ). In a study of over 1,300 full-time hourly retail employees in the United States, Swanberg et al. ( 2011 ) showed that employees who have control over their work schedules and over their work hours were satisfied with their work schedules, perceived support from the supervisor, and work engagement.

Unfortunately, not all FWAs yield successful results for the individual or the organization. Being able to work from home or part-time can have problems too, as a person finds himself or herself working more hours from home than required. Sometimes telecommuting creates work-family conflict too as a person struggles to balance work and family obligations while working from home. Other drawbacks include reduced face-to-face contact between work colleagues and stakeholders, challenges shaping one’s career growth due to limited contact, perceived inequity if some have more flexibility than others, and ambiguity about work role processes for interacting with employees utilizing the FWA (Kossek et al., 2015 ). Organizations that institute FWAs must carefully weigh the benefits and drawbacks the flexibility may have on the employees using it or the employees affected by others using it, as well as the implications on the organization, including the vendors who are serving and clients served by the organization.

Organization-Focused Stress Management: Diversity Programs

Employees in the workplace might experience strain due to feelings of discrimination or prejudice. Organizational climates that do not promote diversity (in terms of age, religion, physical abilities, ethnicity, nationality, sex, and other characteristics) are breeding grounds for undesirable attitudes toward the workplace, lower performance, and greater turnover intention (Bergman, Palmieri, Drasgow, & Ormerod, 2012 ; Velez, Moradi, & Brewster, 2013 ). Management is thus advised to implement programs that reinforce the value and importance of diversity, as well as manage diversity to reduce conflict and feelings of prejudice. In fact, managers who attended a leadership training program reported higher multicultural competence in dealing with stressful situations (Chrobot-Mason & Leslie, 2012 ), and managers who persevered through challenges were more dedicated to coping with difficult diversity issues (Cilliers, 2011 ). Thus, diversity programs can help to reduce strains by directly reducing stressors associated with conflict linked to diversity in the workplace and by building managers’ resilience.

Organization-Focused Stress Management: Healthcare Management Policies

Over the past few years, organizations have adopted insurance plans that implement wellness programs for the sake of managing the increasing cost of healthcare that is believed to be a result of individuals’ not managing their own health, with regular check-ups and treatment. The wellness programs require all insured employees to visit a primary care provider, complete a health risk assessment, and engage in disease management activities as specified by a physician (e.g., see frequently asked questions regarding the State of Maryland’s Wellness Program). Companies believe that requiring compliance will reduce health problems, although there is no proof that such programs save money or that people would comply. One study that does, however, boast success, was a 12-week workplace health promotion program aimed at reducing Houston airport workers’ weight (Ebunlomo, Hare-Everline, Weber, & Rich, 2015 ). The program, which included 235 volunteer participants, was deemed a success, as there was a total weight loss of 345 pounds (or 1.5 lbs per person). Given such results in Houston, it is clear why some people are also skeptical over the likely success of wellness programs, particularly as there is no clear method for evaluating their efficacy (Sinnott & Vatz, 2015 ).

Moreover, for some, such a program is too paternalistic and intrusive, as well as punishes anyone who chooses not to actively participate in disease management programs (Sinnott & Vatz, 2015 ). The programs put the onus of change on the person, though it is a response to the high costs of ill-health. The programs neglect to consider the role of the organization in reducing the barriers to healthy lifestyle, such as cloaking exempt employment as simply needing to get the work done, when it usually means working significantly more hours than a standard workweek. In fact, workplace health promotion programs did not reduce presenteeism (i.e., people going to work while unwell thereby reducing their job performance) among those who suffered from physical pain (Cancelliere, Cassidy, Ammendolia, & Côte, 2011 ). However, supervisor education, worksite exercise, lifestyle intervention through email, midday respite from repetitive work, a global stress management program, changes in lighting, and telephone interventions helped to reduce presenteeism. Thus, emphasis needs to be placed on psychosocial aspects of the organization’s structure, including managers and overall organizational climate for on-site presence, that reinforces such behavior (Cancelliere et al., 2011 ). Moreover, wellness programs are only as good as the interventions to reduce work-related stressors and improve organizational resources to enable workers to improve their overall psychological and physical health.

Concluding Remarks

Future research.

One of the areas requiring more theoretical and practical attention is that of the utility of stress frameworks to guide organizational development change interventions. Although it has been proposed that the foundation for work stress management interventions is in organizational development, and even though scholars and practitioners of organization development were also founders of research programs that focused on employee health and well-being or work stress, there are few studies or other theoretical works that link the two bodies of literature.

A second area that requires additional attention is the efficacy of stress management interventions across cultures. In examining secondary stress management interventions (i.e., coping), some cross-cultural differences in findings were described; however, there is still a dearth of literature from different countries on the utility of different prevention, coping, and stress management strategies.

A third area that has been blossoming since the start of the 21st century is the topic of hindrance and challenge stressors and the implications of both on workers’ well-being and performance. More research is needed on this topic in several areas. First, there is little consistency by which researchers label a stressor as a hindrance or a challenge. Researchers sometimes take liberties with labels, but it is not the researchers who should label a stressor but the study participants themselves who should indicate if a stressor is a source of strain. Rodríguez, Kozusznik, and Peiró ( 2013 ) developed a measure in which respondents indicate whether a stressor is a challenge or a hindrance. Just as some people may perceive demands to be challenges that they savor and that result in a psychological state of eustress (Nelson & Simmons, 2003 ), others find them to be constraints that impede goal fulfillment and thus might experience distress. Likewise, some people might perceive ambiguity as a challenge that can be overcome and others as a constraint over which he or she has little control and few or no resources with which to cope. More research on validating the measurement of challenge vs. hindrance stressors, as well as eustress vs. distress, and savoring vs. coping, is warranted. Second, at what point are challenge stressors harmful? Just because people experiencing challenge stressors continue to perform well, it does not necessarily mean that they are healthy people. A great deal of stressors are intellectually stimulating, but excessive stimulation can also take a toll on one’s physiological well-being, as evident by the droves of professionals experiencing different kinds of diseases not experienced as much a few decades ago, such as obesity (Fried et al., 2013 ). Third, which stress management interventions would better serve to reduce hindrance stressors or to reduce strain that may result from challenge stressors while reinforcing engagement-producing challenge stressors?

A fourth area that requires additional attention is that of the flexible work arrangements (FWAs). One of the reasons companies have been willing to permit employees to work from home is not so much out of concern for the employee, but out of the company’s need for the focal person to be able to communicate with a colleague working from a geographic region when it is night or early morning for the focal person. Glazer, Kożusznik, and Shargo ( 2012 ) presented several areas for future research on this topic, noting that by participating on global virtual teams, workers face additional stressors, even while given flexibility of workplace and work time. As noted earlier, more research needs to be done on the extent to which people who take advantage of FWAs are advantaged in terms of detachment from work. Can people working from home detach? Are those who find their work invigorating also likely to experience ill-health by not detaching from work?

A fifth area worthy of further research attention is workplace wellness programing. According to Page and Vella-Brodrick ( 2009 ), “subjective and psychological well-being [are] key criteria for employee mental health” (p. 442), whereby mental health focuses on wellness, rather than the absence of illness. They assert that by fostering employee mental health, organizations are supporting performance and retention. Employee well-being can be supported by ensuring that jobs are interesting and meaningful, goals are achievable, employees have control over their work, and skills are used to support organizational and individual goals (Dewe & Kompier, 2008 ). However, just as mental health is not the absence of illness, work stress is not indicative of an absence of psychological well-being. Given the perspective that employee well-being is a state of mind (Page & Vella-Brodrick, 2009 ), we suggest that employee well-being can be negatively affected by noxious job stressors that cannot be remediated, but when job stressors are preventable, employee well-being can serve to protect an employee who faces job stressors. Thus, wellness programs ought to focus on providing positive experiences by enhancing and promoting health, as well as building individual resources. These programs are termed “green cape” interventions (Pawelski, 2016 ). For example, with the growing interests in positive psychology, researchers and practitioners have suggested employing several positive psychology interventions, such as expressing gratitude, savoring experiences, and identifying one’s strengths (Tetrick & Winslow, 2015 ). Another stream of positive psychology is psychological capital, which includes four malleable functions of self-efficacy, optimism, hope, and resilience (Luthans, Youssef, & Avolio, 2007 ). Workplace interventions should include both “red cape” interventions (i.e., interventions to reduce negative experiences) and “green cape” interventions (i.e., workplace wellness programs; Polly, 2014 ).

A Healthy Organization’s Pledge

A healthy workplace requires healthy workers. Period. Among all organizations’ missions should be the focus on a healthy workforce. To maintain a healthy workforce, the company must routinely examine its own contributions in terms of how it structures itself; reinforces communications among employees, vendors, and clients; how it rewards and cares for its people (e.g., ensuring they get sufficient rest and can detach from work); and the extent to which people at the upper levels are truly connected with the people at the lower levels. As a matter of practice, management must recognize when employees are overworked, unwell, and poorly engaged. Management must also take stock of when it is doing well and right by its contributors’ and maintain and reinforce the good practices, norms, and procedures. People in the workplace make the rules; people in the workplace can change the rules. How management sees its employees and values their contribution will have a huge role in how a company takes stock of its own pain points. Providing employees with tools to manage their own reactions to work-related stressors and consequent strains is fine, but wouldn’t it be grand if organizations took better notice about what they could do to mitigate the strain-producing stressors in the first place and take ownership over how employees are treated?

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Coping with Stress Essay

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Workplace stress: A neglected aspect of mental health wellbeing

Pallab k. maulik.

Deputy Director and Head of Research, The George Institute for Global Health, New Delhi 110 025, India ni.gro.etutitsniegroeg@kiluamp

Workplace stress is defined by the World Health Organization as ‘the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope’, and elaborated that it can be caused ‘by poor work organization (the way we design jobs and work systems, and the way we manage them), by poor work design ( e.g ., lack of control over work processes), poor management, unsatisfactory working conditions and lack of support from colleagues and supervisors’ 1 . While workplace stress, stigma and attitudes towards employees suffering from stress or mental illness have been researched and interventions developed to address them better, globally 2 , 3 , it still remains an oft-neglected aspect across different industries and countries, including India, and only a few of the learnings are actually implemented.

International laws have been in force for many decades to protect human rights of employees at workplace, and the key ones being Article 23 of the Universal Declaration of Human Rights 4 , Articles 6 and 7 of the International Covenant on Economic, Social and Cultural Rights 5 and Article 27 of United Nations Convention on the Rights of Persons with Disabilities 6 . However, the execution of policies is variable and often suboptimal. Moreover, low- and middle-income countries where one has the largest population in working age groups, continue to lag behind in conducting or identifying suitable interventions, and often do not have adequate policies in place to prevent discrimination against employees with mental disorders 7 .

Workplace-related stress – a reality that needs to be addressed through evidence-based interventions

Brouwers et al 8 conducted a cross-sectional study across 35 countries including India and reported that about two-third of employees who had suffered from depression either faced discrimination at work or faced discrimination while applying for new jobs. This study also found that both anticipated and perceived discrimination was more in high-income countries compared to lower-income countries. Both perceived and anticipated discrimination are major causes for people suffering silently at the workplace and not seeking proper care. This by itself can be a major issue when seeking care for mental disorders as it adds to stigma related to help-seeking and increases treatment gap - the gap in the proportion of people who suffer from mental disorders and the proportion of them who actually receive adequate mental health care. If organizations are made aware of this, and they encourage staff to seek appropriate mental health care as per need, then it will not only lead to improved care for persons with mental disorders, but also to a situation where employees are comfortable discussing their mental health issues with appropriate staff and take actions early on, so that more severe mental disorders do not manifest.

Another risk factor is that besides depression or anxiety being an outcome of stress, physical disorders such as hypertension and diabetes can also be caused due to stress. While research has established the two-way link between stress and these physical disorders 9 , 10 , organizations need to realize this and encourage staff to maintain a good work-life balance. This by itself can be a difficult task to implement given deadlines, having a competitive edge, sustaining growth and one's personal need to earn more by doing overtime. Thus, organizations need to have guidelines about working hours based on good industrial practices and take measures to enforce these routinely.

Sexual harassment and bullying at workplace is another workplace-related stress that can happen at any organization. Both genders could be affected by these, but often women and those lower in the hierarchy are at increased risk. Organizations should be cognizant of this and take active measures to ensure that workplace is a safe and secure place for every worker. In India, there are specific legal provisions to ensure safety at workplace ( http://labour.gov.in/policies/safety-health-and-environment-work-place ), and there are specific laws to prevent sexual harassment of women ( http://indiacode.nic.in/acts-in-pdf/142013.pdf ). Strict guidelines and processes are advocated, and every organization should have identified committees to handle any such issue.

While extant research has tended to focus on alleviation of symptoms and risk factors associated with workplace-related mental disorders, less emphasis has been placed on gathering evidence on how mental disorders affect performance and absenteeism and how interventions have resulted in improvement of work performance and absenteeism 3 . Thus, more research is needed to gather evidence on the cost-effectiveness of interventions and the cost of mental disorder-related loss of productivity on the larger community. This is relevant to all countries and becomes specifically significant when each employment sector tries to become more competitive and wants to increase productivity while at the same time tries to keep their cost to a minimum. In low- and middle-income countries, there are additional needs to ( i ) conduct basic epidemiological studies to understand the prevalence of workplace-related mental disorders and specific risk factors associated with different employment sectors, ( ii ) understand what kind of systems are being put in place by different sectors to manage them, and ( iii ) to what degree are existing laws being followed and implemented, and what organizational restructuring is needed to improve the situation. Current evidence suggests that no single intervention can work in isolation and it is recommended to have a package of interventions at organization level which could be accessed by those in need 3 . Some interventions that were specifically found to be useful were enhancing employee control, promoting physical activity, cognitive behaviour therapy for stress management and problem-focused return to work programmes. On the contrary, counselling and debriefing following trauma were not effective 3 and any exposure to trauma should be followed by provision of psychological first aid and formal psychological support by trained professionals. Workplace screening for mental disorders followed by access to basic mental health services has been found to be effective, but could lead to a potential increase in anxiety levels in those who are screened as false positives, so routine screening at workplace is not recommended 3 .

Guidelines to improve workplace culture and reduce stress

The World Health Organization has outlined key factors related to stress at workplace and advocated guidelines to redeem them 11 . Some factors that cause increased stress at workplace include ‘workload (both excessive and insufficient work), lack of participation and control in the workplace, monotonous or unpleasant tasks, role ambiguity or conflict, lack of recognition at work, inequity, poor interpersonal relationships, poor working conditions, poor leadership and communication and conflicting home and work demands’ 11 . This document also outlined guidelines to improve the situation and enumerated four key steps which are not only relevant to individual organizations, but to other stakeholders also, such as trade unions, employees, government and employees 11 .

Step 1 : Analyzing the mental health issues - As a first step, it is essential to have a clear understanding of not only the prevalence/incidence and risk factors associated with workplace stress, but also a better knowledge about the cost implications to an organization in terms of lost productivity. This is an exercise that can be done at individual organizations, at specific employment sector level in specific regions or across regions. This may need gathering new data through surveys or collating data available with the human resources or anonymized health records.

Step 2 : Developing the policy - A policy can be developed once the initial knowledge gained through the first step is available. The primary objective of such a policy should be to address concerns of all stakeholders and adhere to the organizations vision and mission. This should involve multiple meetings with different stakeholders to identify key components that need to be addressed. This engagement should be a continuous process throughout the development and execution of the policy.

Step 3 : Developing strategies to implement the policy - While implementing the policies, care should be taken to identify the key strategies that need to be implemented, the processes that need to be in place to implement such strategies, targets to be achieved and timelines that need to be adhered to while implementing the strategies. Finally, any additional budgetary allocations or training required to implement the policies, need to be made available.

Step 4 : Implementing and evaluating the policy - The implementation of any strategy will need collaboration and clear buy-in from all stakeholders. For some strategies, one might need to have a small demonstration project to start off, and based on the results tweak the strategies and then scale it up to a larger forum. Before implementing a policy, information should be disseminated widely either through a formal launch meeting or individual organizations’ dissemination network. For example, major government level policies that impact large number of employees or employers could have a launch meeting, whereas policies affecting only one organization with limited staff could be disseminated through office emails. This would enable everyone to be aware of the policies. One major drawback of many policies is that they lack a formal evaluation. This should be built into the system and appropriately funded from the outset. Specific guidelines about how to monitor and evaluate the policies should be in place at the time of the launch of the policies and conducted as per agreed timelines.

Role of government

The government should play a key role in ensuring that policies are in place that address workplace stress. Not only should the government identify vulnerable populations such as women, children, persons with disability at different workplaces, but also ensure that every sector has appropriate safeguards to protect the rights of all employees including vulnerable populations. The government should also monitor how different sectors are performing with respect to workplace stress and have additional strategies in place to address issues related to sectors which have specifically higher level of physical or psychological stress such as mines, factories, health sector, among others. Legal mechanisms should be in place to enforce laws and regulate them and penalize organizations which flout existing laws. The legal system should provide avenues that can be accessed both by employers and employees alike. The aim should be that workplace is seen as a fair and non-discriminatory zone as far as stress, and mental ill-health are concerned.

Workplace stress and associated mental ill-health is a fact that every employer and employee lives with on a daily basis. However, it often is the case that neither are aware of the issues fully and nor are well informed about its ramifications. Although laws are present in most countries to ensure that the rights of persons suffering from mental disorders related to workplace stress are safeguarded, often such are not executed or regulated effectively, leading to a situation where persons with mental disorders are not able to verbalize their problems and suffer silently - a situation that ultimately leads to increasing mental health-related disability that affects productivity. In this year, when workplace stress is being identified globally as a cause for concern, all stakeholders should take additional notice of its importance and see what needs to be done to improve the situation on the ground and make workplace a safer and healthier place for all.

Acknowledgment

The author is an intermediate fellow of the Wellcome Trust/DBT India Alliance.

Workplace Stress Management: 11 Best Strategies & Worksheets

An American Psychological Association survey found that 31% of staff felt stressed out during their workday (cited in Tetrick & Winslow, 2015).

Help is available. Workplace stress management and wellness programs can help reduce the degree and impact of stress and restore an employee’s depleted psychological resources (Tetrick & Winslow, 2015).

This article explores what we mean by workplace stress management and introduces mechanisms and activities that can provide relief and help staff cope.

Before you continue, we thought you might like to download our three Stress & Burnout Prevention Exercises (PDF) for free . These science-based exercises will equip you and those you work with with tools to manage stress better and find a healthier balance in your life.

This Article Contains:

What is workplace stress management, how to prevent stress at work: 3 strategies, 2 helpful coping mechanisms for employees, stress relief at work: 3 worksheets to reduce stress, 3 activities & worksheets to cope with stress, how to craft prevention programs & workshops, assessing stress: 4 questionnaires & scales, best stress-relief tools from positivepsychology.com, a take-home message.

The relationship between the workplace and our psychological, cognitive, and physiological responses to stress is complex, impacted by “a broad set of occupational and work demands as well as environmental stressors” (Quick & Henderson, 2016, p. 2).

And yet, our stress response at work can typically be attributed to one of the following four workplace demands (Quick & Henderson, 2016):

• Task demands Job insecurity, workload, occupation, etc.
• Role demands Role conflict and ambiguity
• Physical demands Workplace, lighting, and temperature
• Interpersonal demands Staff density, leadership style, and personality conflicts

Workplace stress management (WSM) has been significantly influenced by the theory of preventive stress management, introduced in 1979, which proposes that it is not the stimuli that decide the degree of stress experienced by the individual, but the individual’s response to those stressors (Hargrove, Quick, Nelson, & Quick, 2011).

Over the years, many theoretical frameworks and organizational wellness programs that fall under the umbrella term of WSM have been proposed to understand occupational stress and employee wellbeing. WSM aims to understand specific stressors and take positive steps to reduce their effects (Tetrick & Winslow, 2015).

WSM interventions are typically divided into three types:

• Primary Proactive and involved in preventing stress and promoting employee wellbeing (including wellness programs, conflict management, etc.)
• Secondary Proactive and reactive, to help remove risk factors (including coping skills, employee fitness programs, job redesign)
• Tertiary Reactive, for employees who need help (including counseling, employee assistance programs, and Cognitive-Behavioral Therapy)

Stress interventions include (modified from Tetrick & Winslow, 2015):

• Cognitive-behavioral interventions Primary and secondary interventions. Changing cognitions and reinforcing active coping skills .
• Relaxation techniques Secondary and tertiary interventions. Physical and mental relaxation techniques to help cope with the consequences of stress.
• Multimodal programs Secondary interventions. Acquiring passive and active coping skills. They consist of a combination of approaches, including relaxation and cognitive-behavioral skills.
• Organization-focused interventions Mostly primary interventions, but some considered secondary. Organizational development and job redesign.
• Individual-level interventions Secondary or tertiary interventions, including relaxation, meditation, and cognitive-behavioral skills training.
• Organizational-level interventions Primary and secondary interventions, including changing working conditions and employee participation.
• Systems approach Primary and secondary, combining individual and organizational interventions.

Such interventions are often used in combination to prevent, reduce, and cope with stress.

While many of the following strategies appear simple, they require focus and commitment. Others foster a new mindset and change how we relate to work and occupational stress.

1. Controlling your stress

Our brains are constantly flooded with increasing demands and information, causing us stress and reducing our ability to focus and solve problems.

There are many steps we can take to avoid or reduce stress, including promoting positive emotions, taking physical care of our brain, and becoming more organized (modified from Hallowell, 2014).

• Ensure you get adequate sleep (don’t eat late at night and reduce caffeine and alcohol intake).
• Enjoy a balanced diet and stay hydrated.
• Exercise throughout the week and get time away from your desk, preferably in nature.
• Schedule regular catch-ups with people you value.
• Break large tasks into smaller ones.
• Maintain a tidy work environment.
• Schedule some ‘think time’ in your busy schedule.
• Allocate time for lunch and take it away from your desk.
• Recognize when you do your best work. Plan your most demanding tasks for those times.
• Walk around more, stand, or listen to music, depending on what works best for you.
• Set reminders for a ‘hard stop’ at the end of the workday.

2. When you feel overwhelmed

• Slow yourself down. When stressed, we often move into panic mode.
• Take time to perform a calming exercise.
• Move around. Walk outside or head to the break room/kitchen.
• Ask for help. Seek out people you trust.

3. Managing your energy

Demanding jobs, long hours, and increasing workloads can leave us feeling emotional, disengaged, stressed, and exhausted (Schwartz & McCarthy, 2014).

Creating a series of habits , practices, and rituals can promote your physical, emotional, mental, and spiritual energy (modified from Schwartz & McCarthy, 2014).

Physical energy

• Recognize times in the day when you feel tired or unable to concentrate. Step away from the desk, meet colleagues, or perform something interesting.
• Aim to focus for 90 to 120 minutes at a time, taking regular breaks.
• Eat smaller, lighter meals during the day to maintain energy.

Emotional energy

• Practice abdominal breathing to manage negative emotions , such as irritability, anxiety, and impatience.
• Express gratitude and appreciation for others while adopting self-compassion for yourself.
• Use a reverse lens to see a situation from the other person’s point of view. Use a long lens to consider how we might look at the issue in six months. Use a wide lens to consider the bigger picture.

Mental energy

• Switch off email and move phones away to perform high-concentration tasks.
• Schedule specific times in the day to answer and respond to emails.
• At the end of each day, make a list of key actions for tomorrow.

Spiritual energy

• Identify when you perform at your best. What strengths do you enjoy using, and how can you use them more often?
• On your commute home, or the last 20 minutes of your day when working remotely, relax. This may mean sitting mindfully or listening to music before returning to home life.
• Recognize your core values. Reflect on whether you are using and showing them to others around you. Find opportunities to be your authentic self.

We all have finite limits before reducing energy levels and increasing stress interrupt what we can achieve. Investing in healthy work habits can maintain productivity and performance throughout the day.

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How we experience and handle stress changes its cognitive, emotional, and behavioral impact (Crum & Crum, 2018). The following two coping mechanisms offer practical approaches for managing stress in the workplace and can be implemented with little training.

Mindfulness

Research has confirmed the success of mindfulness at reducing perceived stress and emotional exhaustion, and improving sleep quality and job satisfaction (Tetrick & Winslow, 2015).

While we may sometimes think of mindfulness as passive and accepting, it is often the first step toward growth and change. While incredibly valuable for handling life stresses, it is also powerful enough to enrich positive and happy times in our lives (Shapiro, 2020).

Mindfulness expert Shauna Shapiro (2020) considers three points essential to mindfulness:

• Intention – why we pay attention
• Attention – attending to the present
• Attitude – how we pay attention (compassion, kindness, etc.)

A review of the literature confirms that mindfulness is a powerful and cost-free approach to coping with stress (Shapiro, 2020).

Reframing stress

While we are familiar with the negative impacts of stress, we sometimes forget that achieving a stress-free life is unlikely and, perhaps, impossible (Crum & Crum, 2018).

We must recognize that some degree of stress is crucial to our personal and professional growth. Stress reminds us that something is important to us, that we care.

People who adopt a “stress is enhancing” mindset rather than a “stress is debilitating” mindset perform better and experience fewer negative health consequences (Crum & Crum, 2018).

But how do we see stress differently?

We can rethink stress using the following three steps (Crum & Crum, 2018; Crum, Salovey, & Achor, 2013):

• See it Rather than deny stress, you must recognize and name the stress you are facing.

“I am stressed about my job interview.” “I am stressed about finals.”

Acknowledging stress can help you move brain activity from being automatic and reactive to conscious and deliberate.

• Own it Recognize that what you are stressing about must be important to you. “Owning this realization unleashes positive motivation” (Crum & Crum, 2018, p. 73).
• Use it Stress is not designed to kill us, but to boost our mind and body, and prepare for the challenge ahead. By reframing your stress response as something positive, such as eustress , you can use your heightened energy and awareness to improve your performance.

Even with long-term, chronic stress at work, you can recognize opportunities for learning, growth, or the motivation to change yourself or your situation. While it may not always be possible, if you can find a way to embrace stress, it can become a “powerful tool for helping you overcome the inevitable challenges that can – and will – arise” (Crum & Crum, 2018, p. 75).

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The following worksheets share the same goal: to reduce stress.

Identifying Your Stress Resources

Your resources (internal and external) provide a potentially limitless amount of support that will sustain you during challenging times and stressful situations (Niemiec, 2019).

The Identifying Your Stress Resources worksheet helps you recognize your resources and identify how they can support your strengths.

Stress Decision Framework

The Stress Decision Framework worksheet helps you put decision-making in context, aiming for a good enough , not perfect , decision (Armstrong, 2019).

Vicious Versus Virtuous Stress Thinking

Stress is a choice, yet it is often perpetuated by negative (vicious) cycles of thinking (Armstrong, 2019).

It doesn’t have to be this way.

Using a cognitive-behavioral approach, it is possible to reframe unhelpful beliefs and thinking, and adopt a virtuous cycle of thinking.

The Vicious Versus Virtuous Stress Thinking worksheet helps you compare unhelpful and helpful thinking regarding an event (Armstrong, 2019).

The cost of workplace stress – and how to reduce it – Rob Cooke

Coping with stress can often be about gaining control of what is – or, more importantly, what we perceive to be – within our control. The following activities and exercises can help.

One-Hour Stress Plan

When we feel overwhelmed, we get stressed, which can damage our focus and cloud our thinking. “Working within a limited time frame is important because the race against time keeps you focused” (Bregman, 2014, p. 157).

Use the One-Hour Stress Plan worksheet when stressed to plan and work through what you can in 60 minutes. At the end of the hour, you will have progressed and can repeat the exercise as many times as you like (modified from Bregman, 2014).

Stress as a Stimulus for Change

Sometimes stress is a good indication that something in your life needs to change.

The Stress as a Stimulus for Change worksheet can capture what you wish to change in your life and begin the transformation process.

Workplace Mindfulness

Mindfulness can be a powerful way to adopt a state of loving-kindness about yourself and others, and has significant benefits to how you handle stress (Shapiro, 2020; Tetrick & Winslow, 2015).

The Workplace Mindfulness worksheet can help decrease stress and improve workplace satisfaction through a series of simple questions asked when relaxed and present.

Instead, a multimodal approach should be considered when crafting prevention programs and workshops (Tetrick & Winslow, 2015).

Most likely, it will be necessary to put in place learning and education that are both proactive and reactive.

Proactive interventions

Focus on preventing stress (removing risk factors) and promoting positive actions for all employees.

Interventions are likely to include:

• Conflict management
• Employee wellness
• Job redesign and the organization of work
• Coping skills
• Employee fitness programs (for employees with known risk factors)

Reactive interventions

Focus on helping employees who need assistance.

• Cognitive-Behavioral Therapy
• Rehabilitation after illness or returning to work
• Employee assistance programs

A multimodal approach combines multiple intervention styles and techniques, and can be rolled out across the organization while focusing on the individual (Tetrick & Winslow, 2015).

The following questionnaires measure a respondent’s current degree of stress and assess their risk of experiencing future stress.

Perceived Stress Scale

The Perceived Stress Scale is one of the most widely used measures of the perception of stress (Cohen, 1994; Cohen & Williamson, 1988).

The 10 questions are answered with a rating between 0 (never) and 4 (very often).

For example:

In the last month, how often have you been upset because of something that happened unexpectedly?

In the last month, how often have you felt nervous and “stressed”?

Life Events and Difficulties Schedule (LEDS) and Stress and Adversity Inventory (STRAIN)

LEDS is a structured interview used to assess stressor exposure over a lifetime. It has since been turned into an online version known as STRAIN (Crosswell & Lockwood, 2020).

“Both measures provide a comprehensive assessment of stressor exposures across the lifespan” (Crosswell & Lockwood, 2020, p. 2) and can be valuable for research and therapy.

Stress Mastery Questionnaire (SMQ)

The American Institute of Stress offers the SMQ as an online self-assessment of stress risk.

The results, plus a 66-page Stress Mastery Guide and Workbook , provide a personalized stress risk profile that can help you lead a less stressed, more enjoyable life.

You’ll find a range of powerful stress-related interventions and assessment tools available throughout our site. Check out the following for some of our favorites:

• Radical Acceptance of a Distressing Situation This worksheet presents a sequence of eleven questions to help clients reflect on a current or past distressing situation and work toward radically accepting the reality of that event.
• Changing Physical Habits This worksheet helps clients reflect on their vulnerabilities and routines surrounding aspects of their physical health and consider steps to develop healthier habits.
• Coping With Stress This two-part exercise invites clients to list experienced physiological and emotional symptoms of stress and brainstorm strategies to reduce, cope with, or eliminate these sources of stress.
• Coping: Stressors and Resources This worksheet helps clients identify past, present, and future stressors and link them with coping resources they can use to overcome them.
• Squeeze and Release This group activity helps participants discover the energizing potential of positive stress, known as eustress , which can help improve motivation, performance, and emotional wellbeing.
• 13 Stress-Relief Books About the Science of Managing Anxiety This article provides an excellent selection of stress-relief books .
• 17 Stress & Burnout Prevention Exercises If you’re looking for more science-based ways to help others manage stress without spending hours on research and session prep, check out this collection of 17 validated stress-management tools for practitioners . Use them to help others identify signs of burnout and create more balance in their lives.

Our physical and mental wellbeing, work environment, and the demands of our job all impact our degree of stress. They also influence our performance and productivity in the workplace.

Reducing stressors and managing their impact by adopting effective coping mechanisms help us regain a sense of control (Quick & Henderson, 2016).

According to Angela Armstrong (2019), stress is a choice. Appropriate workplace stress management (personal and organizational) helps us identify ways to control what we can and learn how to see things differently when we cannot.

With the right mindset, seeing stress as enhancing, we can increase our motivation and see challenges as opportunities for growth rather than debilitating obstacles (Crum et al., 2013).

There are powerful tools to help. In recent years, mindfulness in particular has become increasingly popular for stress reduction, helping individuals to confront situations “in an accepting, nonjudgmental manner” (Tetrick & Winslow, 2015, p. 8).

Why not review some strategies, techniques, and tools in this article and identify what can help you, your employees, or your clients manage the impact of stress or turn it into something positive and life enhancing?

We hope you enjoyed reading this article. Don’t forget to download our three Stress & Burnout Prevention Exercises (PDF) for free .

• Armstrong, A. (2019). Resilience club: Daily success habits of long-term high performers . Rethink Press.
• Bregman, P. (2014). A practical plan when you feel overwhelmed. In HBR guide to managing stress at work (pp. 27–50). Harvard Business Review Press.
• Cohen, S. (1994). Perceived Stress Scale . Mind Garden. Retrieved September 1, 2021, from https://www.mindgarden.com/documents/PerceivedStressScale.pdf
• Cohen, S., & Williamson, G. (1988). Perceived stress in a probability sample of the United States . In S. Spacapan & S Oskamp (Eds.), The social psychology of health . Sage.
• Crosswell, A. D., & Lockwood, K. G. (2020). Best practices for stress measurement: How to measure psychological stress in health research. Health Psychology Open , 7 (2).
• Crum, A., & Crum, T. (2018). Stress can be a good thing if you know how to use it. In HBR’s 10 must reads: On mental toughness (pp. 71–75). Harvard Business Review Press.
• Crum, A. J., Salovey, P., & Achor, S. (2013). Rethinking stress: The role of mindsets in determining the stress response. Journal of Personality and Social Psychology , 104 (4), 716–733.
• Hallowell, E. M. (2014). Overloaded circuits. In HBR guide to managing stress at work (pp. 27–50). Harvard Business Review Press.
• Hargrove, M. B., Quick, J. C., Nelson, D. L., & Quick, J. D. (2011). The theory of preventive stress management: A 33-year review and evaluation. Stress and Health: Journal of the International Society for the Investigation of Stress , 27 (3), 182–193.
• Niemiec, R. (2019). Strength-based workbook for stress relief: A character strengths approach to finding calm in the chaos of daily life . New Harbinger.
• Quick, J., & Henderson, D. (2016). Occupational stress: Preventing suffering, enhancing wellbeing. International Journal of Environmental Research and Public Health , 13 (5), 459.
• Schwartz, T., & McCarthy, C. (2014). Manage your energy not your time.  Harvard Business Review Press.
• Shapiro, S. L. (2020). Rewire your mind: Discover the science + practice of mindfulness . Aster.
• Tetrick, L. E., & Winslow, C. J. (2015). Workplace stress management interventions and health promotion. Annual Review of Organizational Psychology and Organizational Behavior , 2 (1), 583–603.

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Article feedback

What our readers think.

I’m looking for an active stress avoidance / proactive approach to a stress-free work experience. This article appears to focus on alleviating the effects of stress rather than designing a work experience that removes it, and/or deals with those in positions of power in the workplace who rely on others for results and enforce this through control techniques, resulting in high employee stress, since the techniques are seldom nice, polite, sustainable or implemented with the employee’s long term well being in mind. I need workplace strategies that negate those manipulations and exploitations put in place by the hierarchy to simply get more work from employees, no matter what. Engagement surveys, annual reviews, and many workplace methodologies are in fact trojan horses. Please advise, many thanks Alvin Zest

Thanks for your comment; I completely understand where you’re coming from. Many of the dominant approaches to addressing strain, stress, and high work demands in organizations are largely reactive and center on ‘undoing’ the harm (i.e., stress) done to employees after it’s already done, rather than being proactive and creating conditions that prevent the harm in the first place. However, more research is coming out that’s looking at these proactive strategies.

Research is a long way from identifying a complete solution, but I would encourage you to look into the research and efforts by a researcher named Sharon Parker and her colleagues at the Center for Transformative Work Design. Some of the videos on this page might begin pointing you in the right direction and highlight the path research has taken so far.

I hope this helps.

– Nicole | Community Manager

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When is workplace stress too much?

Stress at work warning signs, tip 1: beat workplace stress by reaching out, tip 2: support your health with exercise and nutrition.

• Tip 3: Don't skimp on sleep

Tip 4: Prioritize and organize

Tip 5: break bad habits that contribute to workplace stress, be proactive about your job and your workplace duties, look for satisfaction and meaning in your work, how managers or employers can reduce stress at work, stress at work.

Whatever your work demands, there are steps you can take to protect yourself from the damaging effects of stress, improve your job satisfaction, and bolster your well-being on and off the job.

Stress isn’t always bad. A little bit of stress can help you stay focused, energetic, and able to meet new challenges in the workplace. It’s what keeps you on your toes during a presentation or alert to prevent accidents or costly mistakes. But in today’s hectic world, the workplace too often seems like an emotional roller coaster. Long hours, tight deadlines, and ever-increasing demands can leave you feeling worried, drained, and overwhelmed. And when stress exceeds your ability to cope, it stops being helpful and starts causing damage to your mind and body—as well as to your job satisfaction.

You can’t control everything in your work environment, but that doesn’t mean you’re powerless, even when you’re stuck in a difficult situation. If stress on the job is interfering with your work performance, health, or personal life, it’s time to take action. No matter what you do for a living, what your ambitions are, or how stressful your job is, there are plenty of things you can do to reduce your overall stress levels and regain a sense of control at work.

Common causes of workplace stress include:

• Fear of being laid off
• More overtime due to staff cutbacks
• Pressure to perform to meet rising expectations but with no increase in job satisfaction
• Pressure to work at optimum levels—all the time!
• Lack of control over how you do your work

When you feel overwhelmed at work, you lose confidence and may become angry, irritable, or withdrawn. Other signs and symptoms of excessive stress at work include:

• Feeling anxious, irritable, or depressed
• Apathy, loss of interest in work
• Problems sleeping
• Trouble concentrating
• Muscle tension or headaches
• Stomach problems
• Social withdrawal
• Loss of sex drive
• Using alcohol or drugs to cope

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Sometimes the best stress-reducer is simply sharing your stress with someone close to you. The act of talking it out and getting support and sympathy—especially face-to-face—can be a highly-effective way of blowing off steam and regaining your sense of calm. The other person doesn’t have to “fix” your problems; they just need to be a good listener.

Turn to co-workers for support. Having a solid support system at work can help buffer you from the negative effects of job stress. Just remember to listen to them and offer support when they are in need as well. If you don’t have a close friend at work, you can take steps to be more social with your coworkers. When you take a break, for example, instead of directing your attention to your smartphone, try engaging your colleagues.

Lean on your friends and family members. As well as increasing social contact at work, having a strong network of supportive friends and family members is extremely important to managing stress in all areas of your life. On the flip side, the lonelier and more isolated you are, the greater your vulnerability to stress.

[Read: Social Support for Stress Relief]

Build new satisfying friendships. If you don’t feel that you have anyone to turn to—at work or in your free time—it’s never too late to  build new friendships . Meet new people with common interests by taking a class or joining a club, or by  volunteering your time . As well as expanding your social network,  helping others—especially those who are appreciative—delivers immense pleasure and can help significantly reduce stress.

When you’re overly focused on work, it’s easy to neglect your physical health. But when you’re supporting your health with good nutrition and exercise, you’re stronger and more resilient to stress.

Taking care of yourself doesn’t require a total lifestyle overhaul. Even small things can lift your mood, increase your energy, and make you feel like you’re back in the driver’s seat.

Make time for regular exercise

Aerobic exercise—activity that raises your heart rate and makes you sweat—is a hugely effective way to lift your mood, increase energy, sharpen focus, and relax both the mind and body. Rhythmic movement—such as walking, running, dancing, drumming, etc.—is especially soothing for the nervous system. For maximum stress relief, try to get at least 30 minutes of activity on most days . If it’s easier to fit into your schedule, break up the activity into two or three shorter segments.

And when stress is mounting at work, try to take a quick break and move away from the stressful situation. Take a stroll outside the workplace if possible. Physical movement can help you regain your balance.

Make smart, stress-busting food choices

Your food choices can have a huge impact on how you feel during the work day. Eating small, frequent and healthy meals, for example, can help your body maintain an even level of blood sugar. This maintains your energy and focus, and prevents mood swings. Low blood sugar, on the other hand, can make you feel anxious and irritable, while eating too much can make you lethargic.

Minimize sugar and refined carbs. When you’re stressed, you may crave sugary snacks, baked goods, or comfort foods such as pasta or French fries. But these  “feel-good” foods quickly lead to a crash in mood and energy, making symptoms of stress worse, not better.

Reduce your intake of foods that can adversely affect your mood, such as caffeine, trans fats, and foods with high levels of chemical preservatives or hormones.

Eat more Omega-3 fatty acids to give your mood a boost. The  best sources are fatty fish (salmon, herring, mackerel, anchovies, sardines), seaweed, flaxseed, and walnuts.

Avoid nicotine. Smoking when you’re feeling stressed may seem calming, but nicotine is a powerful stimulant, leading to higher, not lower, levels of anxiety.

Drink alcohol in moderation. Alcohol may seem like it’s temporarily reducing your worries , but too much can cause anxiety as it wears off and adversely affect your mood.

Tip 3: Don’t skimp on sleep

You may feel like you just don’t have the time get a full night’s sleep. But skimping on sleep interferes with your daytime productivity, creativity, problem-solving skills, and ability to focus. The better rested you are, the better equipped you’ll be to tackle your job responsibilities and cope with workplace stress.

Improve the quality of your sleep by making healthy changes to your daytime and nightly routines . For example, go to bed and get up at the same time every day, even on weekends, be smart about what you eat and drink during the day, and make adjustments to your sleep environment. Aim for 8 hours a night—the amount of sleep most adults need to operate at their best.

• Make sure your bed is comfortable. Experiment with different mattresses, toppers, pillows, or an adjustable base .
• Turn off screens one hour before bedtime. The light emitted from TV, tablets, smartphones, and computers suppresses your body’s production of melatonin and can severely disrupt your sleep.
• Avoid stimulating activity and stressful situations before bedtime such as catching up on work. Instead, focus on quiet, soothing activities, such as reading or listening to soft music, while keeping lights low.

Stress and shift work

Working night, early morning, or rotating shifts can impact your sleep quality, which in turn may affect productivity and performance, leaving you more vulnerable to stress.

• Adjust your sleep-wake cycle by exposing yourself to bright light when you wake up at night and using bright lamps or daylight-simulation bulbs in your workplace. Then, wear dark glasses on your journey home to block out sunlight and encourage sleepiness.
• Limit the number of night or irregular shifts you work in a row to prevent sleep deprivation from mounting up.
• Avoid frequently rotating shifts so you can maintain the same sleep schedule.
• Eliminate noise and light from your bedroom during the day. Use blackout curtains or a sleep mask, turn off the phone, and use ear plugs or a soothing sound machine to block out daytime noise.

When job and workplace stress threatens to overwhelm you, there are simple, practical steps you can take to regain control.

Time management tips for reducing job stress

Create a balanced schedule.  All work and no play is a recipe for burnout. Try to find a balance between work and family life, social activities and solitary pursuits, daily responsibilities and downtime.

Leave earlier in the morning.  Even 10-15 minutes can make the difference between frantically rushing and having time to ease into your day. If you’re always running late, set your clocks and watches fast to give yourself extra time and decrease your stress levels.

Plan regular breaks.  Make sure to take short breaks throughout the day to take a walk, chat with a friendly face, or practice a relaxation technique . Also try to get away from your desk or work station for lunch. It will help you relax and recharge and be more, not less, productive.

Establish healthy boundaries. Many of us feel pressured to be available 24 hours a day or obliged to keep checking our smartphones for work-related messages and updates. But it’s important to maintain periods where you’re not working or thinking about work. That may mean not checking emails or taking work calls at home in the evening or at weekends.

Don’t over-commit yourself. Avoid scheduling things back-to-back or trying to fit too much into one day. If you’ve got too much on your plate, distinguish between the “shoulds” and the “musts.” Drop tasks that aren’t truly necessary to the bottom of the list or eliminate them entirely.

Task management tips for reducing job stress

Prioritize tasks.  Tackle high-priority tasks first. If you have something particularly unpleasant to do, get it over with early. The rest of your day will be more pleasant as a result.

Break projects into small steps.  If a large project seems overwhelming, focus on one manageable step at a time, rather than taking on everything at once.

Delegate responsibility.  You don’t have to do it all yourself. Let go of the desire to control every little step. You’ll be letting go of unnecessary stress in the process.

Be willing to compromise. Sometimes, if you and a co-worker or boss can both adjust your expectations a little, you’ll be able to find a happy middle ground that reduces the stress levels for everyone.

Many of us make job stress worse with negative thoughts and behavior. If you can turn these self-defeating habits around, you’ll find employer-imposed stress easier to handle.

Resist perfectionism. When you set unrealistic goals for yourself, you’re setting yourself up to fall short. Aim to do your best; no one can ask for more than that.

Flip your negative thinking. If you focus on the downside of every situation and interaction, you’ll find yourself drained of energy and motivation. Try to think positively about your work, avoid negative co-workers, and pat yourself on the back about small accomplishments, even if no one else does.

Don’t try to control the uncontrollable.  Many things at work are beyond our control, particularly the behavior of other people. Rather than stressing out over them, focus on the things you can control, such as the way you choose to react to problems.

Look for humor in the situation. When used appropriately, humor is a great way to relieve stress in the workplace. When you or those around you start taking work too seriously, find a way to lighten the mood by sharing a joke or funny story.

Clean up your act. If your desk or work space is a mess, file and throw away the clutter; just knowing where everything is can save time and cut stress.

When we feel uncertain, helpless, or out of control, our stress levels are the highest. Here are some things you can do to regain a sense of control over your job and career.

Talk to your employer about workplace stressors. Healthy and happy employees are more productive, so your employer has an incentive to tackle workplace stress whenever possible. Rather than rattling off a list of complaints, let your employer know about specific conditions that are impacting your work performance.

[Read: Mental Health in the Workplace]

Clarify your job description. Ask your supervisor for an updated description of your job duties and responsibilities. You may find that some of the tasks that have piled up are not included in your job description, and you can gain a little leverage by pointing out that you’ve been putting in work over and above the parameters of your job.

Request a transfer. If your workplace is large enough, you might be able to escape a toxic environment by transferring to another department.

Ask for new duties. If you’ve been doing the exact same work for a long time, ask to try something new: a different grade level, a different sales territory, a different machine.

Take time off. If burnout seems inevitable , take a complete break from work. Go on vacation, use up your sick days, ask for a temporary leave-of-absence—anything to remove yourself from the situation. Use the time away to recharge your batteries and gain perspective.

Feeling bored or unsatisfied with how you spend most of the workday can cause high levels of stress and take a serious toll on your physical and mental health. But for many of us, having a dream job that we find meaningful and rewarding is just that: a dream. Even if you’re not in a position to look for another career that you love and are passionate about—and most of us aren’t—you can still find purpose and joy in a job that you don’t love.

Even in some mundane jobs, you can often focus on how your contributions help others, for example, or provide a much-needed product or service. Focus on aspects of the job that you do enjoy, even if it’s just chatting with your coworkers at lunch. Changing your attitude towards your job can also help you regain a sense of purpose and control.

Employees who are suffering from work-related stress can lead to lower productivity, lost workdays, and a higher turnover of staff. As a manager, supervisor, or employer, though, you can help lower workplace stress. The first step is to act as a positive role model. If you can remain calm in stressful situations, it’s much easier for your employees to follow suit.

Consult your employees.  Talk to them about the specific factors that make their jobs stressful. Some things, such as failing equipment, understaffing, or a lack of supervisor feedback may be relatively straightforward to address. Sharing information with employees can also reduce uncertainty about their jobs and futures.

Communicate with your employees one-on-one. Listening attentively face-to-face will make an employee feel heard and understood. This will help lower their stress and yours, even if you’re unable to change the situation.

Deal with workplace conflicts in a positive way. Respect the dignity of each employee; establish a zero-tolerance policy for harassment.

Give workers opportunities to participate in decisions that affect their jobs. Get employee input on work rules, for example. If they’re involved in the process, they’ll be more committed.

Avoid unrealistic deadlines. Make sure the workload is suitable to your employees’ abilities and resources.

Clarify your expectations. Clearly define employees’ roles, responsibilities, and goals. Make sure management actions are fair and consistent with organizational values.

Offer rewards and incentives. Praise work accomplishments verbally and organization-wide. Schedule potentially stressful periods followed by periods of fewer tight deadlines. Provide opportunities for social interaction among employees.

More Information

• STRESS… At Work - Causes of stress at work and how to prevent it. (National Institute for Occupational Safety and Health)
• Stress at Work - Help and advice for dealing with job and workplace stress. (Acas)
• Coping with Stress at Work - Common sources and the steps you can take. (American Psychological Association)
• Workplace stress management strategies for business managers - Actions you can take to relieve stress for your staff. (Bupa)
• Trauma- and Stressor-Related Disorders. (2013). In Diagnostic and Statistical Manual of Mental Disorders . American Psychiatric Association. Link
• Maulik, Pallab K. “Workplace Stress: A Neglected Aspect of Mental Health Wellbeing.” The Indian Journal of Medical Research 146, no. 4 (October 2017): 441–44. Link
• Bhui, Kamaldeep, Sokratis Dinos, Magdalena Galant-Miecznikowska, Bertine de Jongh, and Stephen Stansfeld. “Perceptions of Work Stress Causes and Effective Interventions in Employees Working in Public, Private and Non-Governmental Organisations: A Qualitative Study.” BJPsych Bulletin 40, no. 6 (December 2016): 318–25. Link
• Wang, Wei, Kiroko Sakata, Asuka Komiya, and Yongxin Li. “What Makes Employees’ Work So Stressful? Effects of Vertical Leadership and Horizontal Management on Employees’ Stress.” Frontiers in Psychology 11 (2020): 340. Link
• Choi, Dong-Woo, Sung-Youn Chun, Sang Ah Lee, Kyu-Tae Han, and Eun-Cheol Park. “Association between Sleep Duration and Perceived Stress: Salaried Worker in Circumstances of High Workload.” International Journal of Environmental Research and Public Health 15, no. 4 (April 2018): 796. Link
• Can, Yekta Said, Heather Iles-Smith, Niaz Chalabianloo, Deniz Ekiz, Javier Fernández-Álvarez, Claudia Repetto, Giuseppe Riva, and Cem Ersoy. “How to Relax in Stressful Situations: A Smart Stress Reduction System.” Healthcare 8, no. 2 (April 16, 2020): 100. Link
• Saleh, Dalia, Nathalie Camart, Fouad Sbeira, and Lucia Romo. “Can We Learn to Manage Stress? A Randomized Controlled Trial Carried out on University Students.” PLOS ONE 13, no. 9 (September 5, 2018): e0200997. Link
• “Stress, Social Support, and the Buffering Hypothesis. – PsycNET.” Accessed November 15, 2021. Link
• Salmon, P. “Effects of Physical Exercise on Anxiety, Depression, and Sensitivity to Stress: A Unifying Theory.” Clinical Psychology Review 21, no. 1 (February 2001): 33–61. Link
• Toussaint, Loren, Quang Anh Nguyen, Claire Roettger, Kiara Dixon, Martin Offenbächer, Niko Kohls, Jameson Hirsch, and Fuschia Sirois. “Effectiveness of Progressive Muscle Relaxation, Deep Breathing, and Guided Imagery in Promoting Psychological and Physiological States of Relaxation.” Evidence-Based Complementary and Alternative Medicine 2021 (July 3, 2021): e5924040. Link

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420 Stress Essay Topic Ideas & Examples

To write a stress essay, you’ll need a good idea to start your research and writing process. We have some for you to check.

📑 Aspects to Cover in a Stress Essay

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As a student, you’re likely familiar with the subject already. Yet, you may struggle to choose between composing about stress management or mental health issues. That’s why our team has prepared this list of stress essay topics. Look through them to consider every possible title and pick the most suitable one.

Stress has become one of the most common problem individuals experience today. It is possible to say that everyone has felt stressed out at least once in their life.

Stress essays are challenging and engaging assignments that can help students to learn more about the issue. We are here to help you write an outstanding essay on stress.

Let us start by choosing the subject for your paper. We would suggest choosing one of the following stress essay topics and titles:

• Stress management techniques and their significance

The effects of stress on the body

• How bullying increases stress among students
• Causes and symptoms of post-traumatic stress disorder (PTSD) (you can choose another mental health disorder, too)
• Benefits of leisure activities to reduce the level of stress
• The link between nutrition and stress
• Consequences of workplace stress
• Common causes of stress among students

Note that you can select one of the other stress essay titles, too. You can search for them online. Remember to only use online examples as an inspiration for your paper and avoid copying the information you will find.

Once you have chosen one of the topics, you are ready to work on your outstanding essay. Here are the aspects you should cover in your paper on stress:

• Think about what you already know about the subject you had selected. Check out stress essay examples online if you are not sure that your topic is relevant. Research the information about the issue, using credible sources (Wikipedia is not one of them!).
• Select the sources that you cite in your paper. The general rule is that you should use peer-reviewed articles and scholarly books. Ask your professor about the sources in advance.
• A well-developed stress essay outline is important. Include an introductory paragraph, several body paragraphs (we would recommend writing at least three), and a conclusion.
• Think about the purpose of your paper. Do you want to help the reader to minimize stress? Should your essay provide statistical data? Do you want to address workplace stress or school-related stress? Consider these questions while working on the essay.

A thesis statement is a must. Generally, it should be present in the last sentence of your introduction. Here is how a thesis can look like:

Nutrition is directly linked to the level of stress in an individual. / Workplace stress can lead to depression among employees.

• Define stress. Provide a dictionary definition of stress or select one from the articles you have studied. Your reader should understand the concept of stress clearly. Remember that there are different types of stress based on its causes.
• Discuss the consequences of stress, referring to the sources you have selected. Address the physical and emotional outcomes of stress.
• Discuss the potential ways of dealing with stress. According to the purpose of your paper, address one or several methods in detail. What are the positive changes an individual can feel after these interventions? Reflect on this question, too.
• Remember to support your claims with evidence from the sources you have studied. Cite the literature properly using the citation style guide.
• Your concluding paragraph should restate the main arguments of the paper. Avoid adding new information or in-text citations in this section.

Please feel free to analyze our free samples and get the best ideas for your essay!

• Effects of Stress on Human Health There are numerous theories and researches on stress and health, they all agree that stress has an adverse effect on human health; the statement goes “a stressed man is an unhealthy man”.
• How to Cope with Stress Essay The identification of the stressor also opens a window for an individual to explore other adaptation methods, which can be of help in the future such as avoidance.
• Time Management and Its Effect in Reducing Stress among Students One of the causes of stress among high school students and college students is the difficulty in interacting with a completely new set of students and an even larger social group within the body of […]
• Yoga for Stress Management For instance, Karma yoga, which is one of Yoga types, aids in controlling stress through the development of appropriate attitudes in relation to work environment coupled with enhancing the ability to respond positively to professional […]
• Stress Among College Students: Causes, Effects and Overcomes Due to stress, college students may experience such adverse outcomes as the decreased levels of cognitive functioning, the impaired ability to study, and, consequently, lower academic performance.
• How to Manage Stress at Work Essay Work stress is one of the ailments that are acknowledged worldwide to be affecting the healthiness of the organization and the health or workers.
• Stress Management While undertaking the survey on management of stress in organizations, I came to realize that the sources of stress to employees are many and vary from one employee to another.
• Working Conditions That Lead to Stress at Amazon For example, among the methods for evaluating the efficiency of warehouse employees is the indicator of the number of processed packages per hour.
• Stress: Definition and Different Types of Stress Many believe that individual or team performance is susceptible to the effects of stress as there is a requirement for teams to maintain acceptable performance.
• Factors and Consequences of a Plane Crash: Traumatic Stress The effects from air crash are determined by among other things, the cause of the crash, the altitude and its speed at the time of crash.
• People Should Consider Owning a Pet Because Doing So Can Relieve Stress These are great techniques, but the issue of having a pet as a best friend is unique and one of the recently discovered best practices of relieving work-related strains or stress.
• Emotions, Stress and Ways to Cope with Them This means that strong emotions will trigger complex brain patterns and physiological responses due to the nature of hormones the body releases.
• How to Beat Stress? Stress seems to follow us everywhere and every minute, so that it is not always possible for people to find the time and think of the ways to beat stress and live quietly with no […]
• Frustration and Stress Managing The stress that is a result of waiting and anticipation is a kind of stress that can be controlled. Humor is one of the many forms that can be used to blow up stress.
• Improving Stress Resistance in Agricultural Crops The biotechnology involved in producing such crops faces many difficulties and there are a lot of considerations of the methods used to improve the crop’s resistance that need to be assessed.
• Teen Stress: How to Help Them Manage It? The physiologic changes of the body, the first steps are taken in search of the individuality, examinations, and tests in school or college, the pressure from the parent’s side, the issues in the relationships, diffidence, […]
• Post-Traumatic Stress Disorder: Case Conceptualization Samuel, an 8-year-old black male, lives in an adopted white family consisting of the father, incarcerated for domestic violence charges, the mother, the primary caretaker and the only home provider, and the older sibling.
• Comparison of Stress Level Among Traditional Learning and Online Learning College Students The distance learners have been perceived to be enjoying a suitable environment of learning as opposed to the traditional classroom learners who experience high levels of stress.
• Burnout Stress in Nursing Related With Lazarus and Folkman’s Theory According to Lazarus and Folkman, stress is the relationship existing between a person and the environment that compels the individual beyond resources and consequently endangering life. The theory of stress and coping helps individuals to […]
• Academic Stress and Its Impact on Teenagers Another possible solution is raising awareness about the harms of stress to human health to educate students and their parents on the risks associated with stress.
• Stress: causes and effects This is due to the research methods used in the process of analyzing and finding solutions to the global psychological challenges and problems.
• Stress and Deviance in College Education The other concept of the connection between deviance and stress is the stress factors. Management of stressors and the consequent effects on deviance among college students is yet to be investigated.
• Transactional Model of Stress and Coping in Intravenous Drug Users The purpose of this paper is to explain how the transactional model of stress and coping can be used to explain and assess the process of coping in a group of intravenous users at risk […]
• Time and Stress Management for Better Productivity Procrastination is the forwarding of events that have to be done at a specific time to another time in the future.
• Work Stress and Its Effects on Individuals Managers of leading companies have long realized that this phenomenon is dangerous to both employees and companies, and one of their priorities is to remove the causes of work stress and or at least minimize […]
• Stress and Its Effects on Health The effects of stress on the cardiovascular system are explained in a review by Kivimaki & Steptoe to determine the impact of stress on the development and progression of cardiovascular diseases.
• Pre-Stressed Concrete The aim of this paper is to discuss the historical developments of pre-stressed concrete, the basic concepts of pre-stressed concrete, and the manufacturing of the pre-stressed concrete.
• Posttraumatic Stress Disorders: Psychological Assessment PTSD was adopted by experts in the third revision of the Diagnostic and Statistical Manual for Mental Disorders to replace terms like “shell shock, nervous shock, and combat fatigue” that described the response to traumatic […]
• Exam Stress: Effective Management It is important for a child to get enough rest for the relaxation of the mind and body. In line with Hemmings, it is important for parents to analyze the mood of a child who […]
• Physiological Mechanism of Stress Stress is defined as any deviation from physical and mental equilibrium, which results in the release of hormones in the body that initiate a fight or flight response.
• Problem Solving: What Can We Do About Our Stress? Since we can decide on what to believe or think, we posses the aptitude on how we can respond to the exigent events and circumstances in our daily lives.
• The Relationship Between Self-Efficacy and Perceived Stress The last hypothesis is that there is a significant gender difference in the measures of self-efficacy, emotional intelligence, and perceived stress.
• How Does Stress Affect the Body? Especially after the pandemic of COVID-19 has made the levels of stress in people worldwide skyrocket, the significance of studying the levels of stress on the human body has grown tremendously.
• Walmart Company: Reducing Employee Stress The first function of this programme is “to encourage more employees to identify their sources of stress”. In conclusion, the above strategy will train more employees and clients in order to deal with their sources […]
• Post Traumatic Stress Disorder: History and Symptoms This essay looks into the history, the symptoms of posttraumatic stress disorder, and the individuals who are likely to suffer from this condition, psychological problems associated with this condition and the treatment of the disorder.
• Stress related to workplace conditions Physical factors are those related to the ability of the body to function correctly in the work environment. Unpredictability and uncertainty of work situations are recognized as the main causes of stress in the workplace.
• The DSM-5 Criteria for Posttraumatic Stress Disorder The inference is backed by the fact that Victor’s traumatic situation is persistently manifesting intrusion symptoms such as nightmares, flashbacks, unwanted upsetting memories, and a lack of willingness to share previous hurtful events. Victor displays […]
• Family Nursing and Stress Theory The first era in the development of the family stress theory started with the studies in the 1920s and ended in the development of the assumption in the mid-1940s.
• Stress-Strain Relation of Stainless Steel After Exposure to Fire To study the behavior of stainless steel at elevated temperatures, the material data of the steel obtained through testing is important.ca Steady-state tensile tests and transient-state procedures determine the stress-strain relationships of stainless steel at […]
• Definition and Concept of Stress in Nursing Managing of stress is a complicated thing due to the connivance of life course, daily activities, stress and the way the three intermingle with each other.
• Nurses and Stress: Mindfulness Meditation Program The prevention of stressors is one of the best interventions to stabilize human well-being, and lifestyle change is one of the primary recommendations.
• Managing Stress: A Reflection of Personal Experience The group leader of our group thus assigned each member of the group his or her part of the topic to research on before the end of the following five days.
• Impacts of High Stress Levels on Teachers This reduction in teacher numbers has made it difficult for the existing teachers to handle the students and perform their duties as required, it becomes equally tasking to recruit and employ new teachers since they […]
• A Healthy Way To Cope With Stress According to Seaward, stress is “the experience of a perceived threat to one’s mental, physical or spiritual well-being, resulting from a series of physiological responses and adaptations”.
• Post-Traumatic Stress and Evidence-Based Practice The application of this strategy to work with clients includes concentration on the ideas received due to the traumatic events of the past for the purpose of reevaluation of behavior patterns they dictate.
• Great Recession Impact on Workplace Stress The recent recession directly increased the level of stress that people experienced in the US and other countries in the following ways. The responses of businesses to the recession affected employees’ stress levels in the […]
• The Holmes-Rahe Life Stress Inventory – Psychology To evaluate my stress levels using the inventory, I was required to identify the major life changing events that I had experienced in the last one year.
• Acute Stress and Attachment Theory At the point of stress, the person will feel vulnerable or in danger and will need something to offer them security.
• Biological Factors Involved in Stress The Role of Brain in Stress In addition, the brain is the main organ that plays a major role in the body’s view and reaction to stress.
• Stress and Injury in Sports In addition to the possibility of injury that is inherent with sports, stress is also likely to increase the possibility of injury for the athlete.
• Social Impact of Stress in Childhood Stress in childhood can profoundly affect the cognitive and social development of a person. They can have a life-long impact on the behavior and identify of a person.
• Post Traumatic Stress Disorder (PTSD) as a Health Issue in the Society The treatment is aimed at relieving the symptoms that the patient seems to be experiencing so that the individual can be able to deal with the traumatic experience.
• Teachers Wellbeing: Becoming Aware of Work-Relate Stress Teachers who are aware of these stressors early in their careers may be able to minimize their risk of burnout and experience a sense of well-being.
• Stress Management Techniques for Students: Yoga Yoga’s most major benefits are its capacity to relieve stress and exhaustion, to stimulate and revive, and to be used for anti-aging and calming treatment.
• Workplace Stress and Absenteeism in the Ship-Repair Industry: A Case Study This qualitative exploratory case study sought to discover techniques that production and project managers of a ship-repair company in the maritime industry use to minimize.
• Personal Stress Management and Relaxation Techniques In fact, I was rather frustrated and I thought it was all my fault I could not do it. I love the ocean and when I am meditating, I imagine a palm by the ocean.
• Depression and Anxiety Due to School and Work-Related Stress Many young students are not aware of the roots of their psychological problems and continue suffering from depression or anxiety, which results in low productivity, poor achievements, and a decreased quality of life.
• Heat Stress in Flight Cockpits in the Desert Climate The results show that heat stress has physiological and psychological effects on aviators and that the cockpit had different sources of heat depending on the amake’ of the aircraft and the climate.
• Spiritual Life: Avoiding Stress Burnout All I want to do is to be kind to people and believe that these people will be also kind to me.
• Stress and Eating Behavior The research sample included 101 low-income women, and the evaluation of the sample let researchers find the correlations between stress and severe obesity, independent of unhealthy eating behavior.
• Stress in College Students, Its Causes and Effects Recognizing the cause and effect of stress in college students is an important aspect in college management and leadership as it will lead to a better understanding and development of the appropriate methods for intervention.
• Post Traumatic Stress Disorder: Joseph Wolpe Treatment Theory This is similar to the concept of phobias wherein a person is presented with an animal that he is irrationally afraid of and the result is fear or in the case of an inanimate object […]
• Definition of Fiscal Stress The state government and local authorities may use different services they provide to the public to measure the level of fiscal stress.
• Effect of Stress on Relations and Marriage Therefore, this paper had the aim of discussing the effects of stress on a marriage and relationships and how the stress can be reduced and controlled.
• Critical Review of a Mental Disorder: The Post Traumatic Stress Disorder in DSM-IV-TR However, the risk to contracting the condition is always determined by the resilience of the personnel to these exposures, past unsettled concerns in their life history, and the quantity as well as intensity of depiction […]
• Stress Management and Work Performance in the United Kingdom In this society, it is very important for the management of various firms and governmental organizations to take care of the interests of the employees.
• Acute Stress Reaction and Acute Stress Disorder The paper will go a notch higher to discuss the symptoms, treatment strategies, including spiritual and professional treatment, and finally the impact of the symptoms to human behavior.
• How Stress Affects Different Personality Types Type B Personality Type B personality is regarded as the inverse of Type A since people with this type lack the Type A attributes of competitiveness and time orientation.
• Stress Reduction Programs in an Organization There are different approaches to reducing stress levels in an organization. To choose the appropriate program, it is necessary to assess the available options based on a range of criteria.
• The Effect of Stress on the Immunity With an increase in the concentration of glucocorticoids, the thymus decreases in size and the formation of immune cells is disrupted.
• Mindfulness Meditation to Reduce Nursing Stress Levels This project will discuss nurse stress and the implementation of mindfulness meditation sessions as a main intervention for its reduction. Nurse stress should no longer be ignored, and the effect of mindfulness meditation may be […]
• Stress Among Criminal Justice Workers The criminal justice system is aware of the seriousness of the current problem and is trying to adapt to the emerging trend.
• Relationship Between Stress and Greying of the Hair The main topic of this study was the study of the influence of a negative psychological state of a person on the increase in the number of gray hairs.
• Stress and Its Influence on Human Body Prolonged exposure to stress worsens the body’s resistance and the immune and vegetative systems of a person and disrupts the functioning of hormonal glands and metabolism.
• Aspects of the Posttraumatic Stress Disorder They include direct or indirect exposure to stressors, intrusion symptoms, the persistent avoidance of trauma-related stressors, negative alterations in mood and the development of mental health comorbidities, aggression, and self-destructive behavior, the duration for not […]
• Family Health Assessment: Child Poverty, Toxic Stress Because of the nature of their work, and the fact that the two were working even during the pandemic, the father was at one point exposed to Covid-19. The model that will help the family […]
• Dogs: The Stress Coping Mechanisms When the arousal level increases, it helps the body prepare for action and deal with the cause of the stress. The hormone helps them to cope with the stress and to recover from it more […]
• Self-Reported PTSD (Posttraumatic Stress) Symptoms and Social Support At the same time, multiple authors prove that social support and connectedness with family members, relatives, friends, and other members of the community contribute to PTG and the minimization of the signs of PTSD in […]
• Coronary Heart Disease Caused by Stress It is essential to study the degree of influence of stress on the development of coronary heart disease since, in this way, it will be possible to prevent it more successfully.
• Self SWOT: Stress Resistance as the Main Strength However, the irrationality of my organization of time and schedule is a big threat that I will begin to lose control over my studies, which may affect my future career and its trajectory.
• Stress and Its Adverse Health Effects The article’s topic is Stress and Health: A Review of Psychobiological Processes. For instance, when stress increases or is prolonged, the dangers of mental health challenges and medical complications arise.
• Stress Management in Rheumatoid Arthritis Patients The study also covered the epidemiological and pathophysiology of RA and looked at data linking psychological trauma to the emergence and aggravation of the clinical disease.
• The Effect of Emotional Freedom Techniques on Nurses’ Stress The objectives for each of the three criteria are clearly stated, with the author explaining the aims to the reader well throughout the content in the article’s title, abstract, and introduction.
• Pathophysiology of Stress, Processed Foods, and Risky Alcohol Consumption The body starts to see the fats, sugars, and salt in ultra-processed foods as rewards, which leads to increased cravings and overeating.
• The Traumas from Post Traumatic Stress Disorder Measuring the prevalence and incidence of PTSD requires excellent knowledge of epidemiology and biostatistics. The prevalence and incidence of PTSD have increased since 2000.
• Stress and Related Risks in Vulnerable Communities The case study family is between the ages of five and thirty-five years and consists of a father, a mother, and two male children. My rationale behind the ranking is the impact of the risks […]
• COVID-19, Secondary Traumatic Stress and Burnout The second part of the hypothesis states that the levels of STS and BO among caretakers during the pandemic will be higher than before it.
• Post-Traumatic Stress Disorder: Preliminary Care Coordination The personal character of trauma and how the patient reacts to it justifies the need to design patient-centered interventions to address this healthcare problem.
• Understanding and Addressing Family Stress: Parental Responses and Impact on Children The spousal relationship, employment, a lack of structure in the household, and psychological suffering all contribute to stress. They are regarded as potent mediators, and therefore, offending elders indicates disrespecting the father and may lead […]
• Circumstances Causing Stress in Adolescence Hold one’s breath for many seconds and gently exhale via the mouth to evacuate the lungs, hence easing the body of stress. The more one is stressed, the more difficult and nervous it is to […]
• Post-Traumatic Stress Disorder: Causes and Symptoms The article by Smith entitled Posttraumatic Stress Disorder is valuable because it offers important information on the causes and symptoms of PTSD and ways of recognizing and treating the condition.
• Mishele’s Theory Applied to Pediatric Medical Traumatic Stress In other words, the theory addresses the problem of the subjective perception of the treatment outcomes and diseases under the prism of uncertainty.
• Major Depressive Disorder and Post-Traumatic Stress Disorder Her sleep is turbulent, she has rape nightmares, her mood is depressed, and her affect is congruent and constrained. Her mental process is rational and linear, and her mental faculties are largely intact.
• Meditation Effects on Anxiety and Stress My goal in this exercise was to use meditation to manage anxiety and stress and improve my general mental well-being. I am not accustomed to meditation and had to turn to YouTube for guidance.
• Posttraumatic Stress Disorder: Case Presentation Report Date of initial assessment: N/A PSEUDO Name: Ana Ana is a self-referred and re-occurring client who entered counseling after the case of domestic violence. As a result, Ana expressed feelings of anxiety and fear […]
• Panel: Women’s Stress and COVID-19 It is vital to examine what is known about the connection of women’s stress to COVID-19. Overall, the link between COVID-19 and women’s stress is apparent.
• Effects of Support on Stress in School Principals Threats to living standards and wellbeing, the strain on families and the escalation of injustices, changes in teaching techniques and the role of technology, and the disruption of higher learning and scholarship are among the […]
• Early Life Stress: Resilience Development in Children For their own and the children’s sake, school counselors may be assigned to a particular institution in primary schools. An attempt to harness the unique qualities and capabilities that evolve in a high-stress setting is […]
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Sample Essay On Stress In A Workplace

Type of paper: Essay

Topic: Workplace , Stress , Employee , Management , Psychology , Health , Organization , Human Resource Management

Words: 1800

Published: 11/30/2022

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Annotative Bibliography

Colligan, W.T, Higgins, M.E,(2005). Workplace stress: Etiology and the Consequences. Journal of Workplace Behavioral Health. Vol. 21(2) 2005. This journal focuses on workplace stress by identifying factors that contributes to stress at workplace and the resultant impact of stress on employees productivity and personal life. Managers can play a critical role in reducing or eliminating stress on epmloyess by creating a conducive work environment, providing employees assistance program in stress management and identifying and reducing work tension between individuals or groups in a work setting. This would results to improved productivity and improved workplace dynamic. Richardson, M.K, Rothstein, R.H, (2008). The Effects of Occupational Stress Management Intervention Programs: A Meta-Analysis. Journal of Occupational Health Psychology. New York. Vol. 13, No. 1, 69-93. This article looks at the different Stress Management Intevention (SMI) programs used by organizations and their effectiveness in managing stress at work. A stress management intervention is a program that seeks to reduce work-related stressors so as to minimize the negative results of exposure to these stressors. To determine how effective the SMI implemented in an organization is, researchers can examine the outcomes at organizational level in terms of productivity or at individual level by observing the psychological or physiological measures. Michie, S., (2002). The Causes and management of Stress at Work. Occupational Environment Medic. London. Vol. 59, 67-72. In this journal, Michie looks at some causes of stress at work and how it can be managed. Stress at work can be caused by internal factors at work such as the pressure of work deadlines, job insecurity, complex tasks, long working hours, poor relationships at work between employees, work overload or external factors such as family demands or long commuting hours. This is in employer’s long term economic interests to help minimize or eliminate stress. Since stress is likely to lead to high workers turnover, absence, early retirement, reduced productivity as well as client satisfaction. The stress can be managed at individual level like training and psychological services like clinical or occupational counseling, or at organizational level interventions like restructuring work or providing psychological support such as social supports or simply employees participation in decision-making processes. Saha D, Sinha R, Bhavsar K., (2011, April 15). Understanding the Job Stress among Healthcare Staff. Online Journal of Health and Allied Sciences. Mangalore, South India.Vol 10 (1) 2011. This research article evaluates the sources of job stress among healthcare workers to identifying measures on how best to reduce work-related stress. Small payment of employees and work overload were found to contribute immensely towards stress at work. The working conditions are the primary source of stress but with a sound management intervention such as proper workload management, adequate staffing, improved payment, recognition of efforts along with ongoing training and stress management support would improve the productivity of the workforce.

Introduction

Workplace stress is defined as the change in an individual’s physical or mental state in reaction to shifts in the work environment that pose a challenge or harm to that individual.This applies in particular when the job requests do not match the worker’s capabilities, resources, and needs. Stress can be divided into two categories; that is eustress also known as positive or good stress with positive effects on an individual. The second category, on the other hand, is distress which comes with adverse effects. Globally documented as a challenge to personal physicall and mental health,besides organizational health, stressed employees are usually found to be unhealthy, less motivated, less productive and less safe at work. An organization’s competitiveness in the market is determined by the productivity of its' workforce. It is, therefore, necessary for managers in an organization to make proper interventions and help manage the well-being of employees and provide support to them whenever in stress so as to realize their maximum potential and productivity in their work. Better employment practice should include evaluating the risk of stress amongst employees, identify causes of stress at work and determine who is at risk to be affected and finally deciding what can be done to prevent stress at work.

Stress is not only a bodily response to a difficult or stressful condition. It is a contact between that individual and the source of demand within their environment (Colligan and Higgins, p 92). Different factors contribute to workplace stress. These factors are associated with workplace stress and health risks. They can be categorized as those brought about due to the content of work and those related to the social and organizational setting of work. Example of factors associated with the job include work overload, pressure to meet deadlines, the complexity of tasks, long working hours and poor physical work conditions like space (Miche, p3). The role of the employee in an organization regarding responsibility also contributes to stress, as there are times where workers in an organization are required to perform multiple functions simultaneously, particularly when the work is unclear, and there are conflicting roles and boundaries. Other causes pertain to the promotion at workplace, work security, and career development, especially in the current time of technological changes where employees’ roles could be phased out by inventions that limits opportunities for their creativity. Aside from that, interpersonal relationships between workers in the workplace and group dynamics have been found to be among primary factors of stress. The staff’s emotional, behavioral, physiological and cognitive response to stress is directly related to the characteristic of the cause of stress, the resources available to the employee to prevent pressure, as well as the employee’s personal characteristics. Based on this, individuals can react differently to stressors in an organization. To some, stress can propel them to achieve their personal goals and come out shining through the challenging moments. However, to some individuals, it can be burdensome with significant impact on their mental, emotional and physical well-being. It is important therefore for managers to understand the causes of stress and strategies that can be implemented to help prevent or overcome them. This would result in improved employee’s performance and productivity. Even though stress at work can be external, for example, family demands or any other personal problems at home, it is advisable to the managers to show social support and care in such moments. Such encouragement or aid in time of need would still enable the employees to perform productively at work.

Recommendations

As a recommendation, to reduce or eliminate the stress within the work force, it is vital for every organization to have a Stress Management Intervention program. These interventions can be grouped into primary, secondary or tertiary interventions (Richardson and Rothstein, p70). In primary interventions, the sources of stress at work are identified. After the identification, the working conditions of the employees are changed or improved, creating a conducive environment that enables them to be productive without any undue pressure. An example, in this case, is reducing the workload by distributing work among employees or employing adequate staff to cater for the job demands (Saha, Sinha, and Bhavsar, p4). Managers should do a job analysis to determine the number of resources and skills required to complete a given task before assigning the work correctly. Where the organization falls short of the necessary manpower or financial capability to hire new resources, the work can be subdivided into small tasks and assigned to different employees with regards to their skills. The organization structure can also be altered in terms of management, in either the supervision or transfer of employees to departments they best fit in based on their skills to ease the complexity of work, flow of information in addition to distributed decision making with the focus on removing stressors from the workplace. When it comes to secondary interventions, the focus is to reduce the severity of stress symptoms by helping employees improve their transaction with the environment. This is the widely used intervention that has proven positive results based on their outcomes .Here managers provide employees with access to stress management programs or health services to help them manage stressful situations in the form of training. Employees will be trained how to use behavioral skills like the change of diet, deep-breathing, meditation, exercise, time management, goal setting and relaxation methods to get rid of the psychological and physical side effects of stress. The tertiary interventions are almost similar to the Secondary one though here programs are not just to take employees through training that can reduce stress symptoms; they are also meant to treat the health conditions of workers through free and confidential access to qualified health professionals.

Stress in the workplace has a cost to both an employee in an organization as well as the organization as a whole regarding psychological, physiological and financial costs. The performance of the employees goes hand-in-hand with the prevailing work conditions besides the well-being of an individual. Heart diseases, immunosuppression, and chronic pain are some of the physical disorders of stress that affect productivity in an employee. Depression, persistent anxiety, pessimism, and resentment are psychological disorders associated with workplace stress. The stress can lead to hostility between employees or with their managers, interpersonal conflict, small production, high staff turnover or low morale in the workplace. The cognitive behavioral training designs to educate staffs on the role of their beliefs and emotions in managing demanding situations and to provide them with skills necessary to revise their opinions to facilitate adaptive coping is touted to be one of the best intervention to alleviate stress. Successful interventions should involve both an employee and the organization by providing training that helps one to identify the stress and the cause, the approach or method to be used to tackle them. Collaborative decision-making processes and problem-solving processes in an organization increases support and improve communications in an organization reducing frictions between employees or workgroups besides on-the-job training on how to cope with stress and resolve conflicts. By creating a conducive work environment and providing social support to employees in distress, the management can be able to motivate their staff to reach their full potential with significant improvement in production. This, in turn, translates into a competitive organization in the market with a healthy workforce.

Colligan, W.T, Higgins, M.E,(2005). Workplace stress: Etiology and the Consequences. Journal of Workplace Behavioral Health. Vol. 21(2) 2005. Richardson, M.K, Rothstein, R.H, (2008). The Effects of Occupational Stress Management Intervention Programs: A Meta-Analysis. Journal of Occupational Health Psychology. New York. Vol. 13, No. 1, 69-93. Michie, S., (2002). The Causes and management of Stress at Work. Occupational Environment Medic. London. Vol. 59, 67-72. Saha D, Sinha R, Bhavsar K., (2011, April 15). Understanding the Job Stress among Healthcare Staff. Online Journal of Health and Allied Sciences. Mangalore, South India.Vol 10 (1) 2011.

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Guest Essay

Surgeon General: Parents Are at Their Wits’ End. We Can Do Better.

By Vivek H. Murthy

Dr. Murthy is the surgeon general.

One day when my daughter was a year old, she stopped moving her right leg. Tests found that she had a deep infection in her thigh that was dangerously close to her bone. She was rushed off to surgery. Thankfully, she’s now a healthy, spirited young girl, but the excruciating days we spent in the hospital were some of the hardest of my life. My wife, Alice, and I felt helpless and heartbroken. We got through it because of excellent medical care, understanding workplaces and loved ones who showed up and reminded us that we were not alone.

When I became a parent, a friend told me I was signing up for a lifetime of joy and worry. The joys are indeed abundant, but as fulfilling as parenting has been, the truth is it has also been more stressful than any job I’ve had. I’ve had many moments of feeling lost and exhausted. So many parents I encounter as I travel across America tell me they have the same experience: They feel lucky to be raising kids, but they are struggling, often in silence and alone.

The stress and mental health challenges faced by parents — just like loneliness , workplace well-being and the impact of social media on youth mental health — aren’t always visible, but they can take a steep toll. It’s time to recognize they constitute a serious public health concern for our country. Parents who feel pushed to the brink deserve more than platitudes. They need tangible support. That’s why I am issuing a surgeon general’s advisory to call attention to the stress and mental health concerns facing parents and caregivers and to lay out what we can do to address them.

A recent study by the American Psychological Association revealed that 48 percent of parents say most days their stress is completely overwhelming, compared with 26 percent of other adults who reported the same. They are navigating traditional hardships of parenting — worrying about money and safety, struggling to get enough sleep — as well as new stressors, including omnipresent screens, a youth mental health crisis and widespread fear about the future.

Stress is tougher to manage when you feel you’re on your own, which is why it’s particularly concerning that so many parents, single parents most of all, report feeling lonelier than other adults . Additionally, parents are stretched for time. Compared with just a few decades ago, mothers and fathers spend more time working and more time caring for their children , leaving them less time for rest, leisure and relationships. Stress, loneliness and exhaustion can easily affect people’s mental health and well-being. And we know that the mental health of parents has a direct impact on the mental health of children.

All of this is compounded by an intensifying culture of comparison, often amplified online, that promotes unrealistic expectations of what parents must do. Chasing these expectations while trying to wade through an endless stream of parenting advice has left many families feeling exhausted, burned out and perpetually behind.

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