Causes of Work-related Stress

Work-related stress can arise from heavy workloads, tight deadlines, and long working hours that leave employees feeling overwhelmed. Lack of control over tasks, unclear job roles, or poor communication can also contribute to stress. Additionally, unsupportive management, workplace conflict, and job insecurity are common causes that negatively affect employees’ psychological health.

Demands

This includes issues like workload, work patterns, and the work environment. 

The standard is that:

• Employees indicate that they are able to cope with the demands of their jobs;
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation provides employees with adequate and achievable demands in relation to the agreed hours of work;
• Employee skills and abilities are matched to the job demands;
• Jobs are designed to be within the capabilities of employees; and
• Employees’ concerns about their work environment are addressed.

Control

This is about how much authority employees have about the way they do their work

The standard is that:

• Employees indicate that they are able to have some input as to the way they do their work; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• Where possible, employees have some control over some aspects of their work;
• Employees are encouraged to use their skills and initiative to do their work;
• Where possible, employees are encouraged to develop new skills to undertake new and challenging pieces of work;
• Employees have some input into when breaks can be taken, where possible; and
• Employees are consulted over their work patterns/rosters/shifts.

Support

This includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues.

The standard is that:

• Employees indicate that they receive adequate information and support from their colleagues and superiors; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation has policies and procedures to adequately support employees;
• Systems are in place to enable and encourage managers to support their staff;
• Systems are in place to enable and encourage employees to support their colleagues;
• Employees know what support is available and how and when to access it;
• Employees know how to access the required resources to do their job; and
• Employees receive regular and constructive feedback.

Relationships

By relationships is meant how relating is carried on the workplace. The quality of the work relating patterns refers to verbal and non verbal exchanges of information, pleasantries and daily interactions. It also encompasses the amount of conflict or bullying in the relating patterns at the workplace. Positive, collegial relationships are associated with increased wellbeing at work.

Role

This refers to how people understand their role within the organisation, and whether the organisation ensures that the person does not have conflicting roles. The standard is that:

• Employees indicate that they understand their role and responsibilities; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation ensures that, as far as possible, the different requirements it places upon employees are compatible;
• The organisation provides information to enable employees to understand their role and responsibilities;
• The organisation ensures that, as far as possible, the requirements it places upon employees are clear; and
• Systems are in place to enable employees to raise concerns about any uncertainties or conflicts they have in their role and responsibilities.

Change

How organisational change (large or small) is managed and communicated in the organisation.

The standard is that:

• Employees indicate that the organisation engages with them frequently when undergoing an organisational change; and
• Systems are in place locally to respond to any individual concerns.

What should be happening / states to be achieved:

• The organisation provides employees with timely information to enable them to understand the reasons for proposed changes;
• The organisation ensures adequate employee consultation on changes and provides opportunities for employees to influence proposals;
• Employees are aware of the probable impact of any changes to their jobs. If necessary, employees are given training to support any changes in their jobs;
• Employees are aware of timetables for changes;
• Employees have access to relevant support during changes.