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INTRODUCTION Occupational stress is generating increasing public and media concern. Although there are no precise figures on the prevalence of occupational stress, it is widely held that the problem is substantial and increasing. This is supported by a number of surveys that suggest that occupational stress is now seen as a major contributor to overall illness and sickness absence in the workplace. Legal judgements recently have awarded damages in stress-related cases. WHAT IS STRESS? Stress is the reaction people have to excessive demands or pressures. In the workplace it arises when people try to cope with the tasks, responsibilities or other types of pressure connected with their jobs but find difficulty, strain or worry in doing so. Stress triggers complex changes in the body’s processes, causing physiological changes and affecting the way people think, feel and behave i.e.
People experience stress in different ways and to different degrees. Much depends on how individuals cope or think they cope and the extent of support that is available to them. The stress response is not in itself an illness - it’s effects often being short-lived and causing no lasting harm. However, where workplace pressures are intense, sustained for some time or are simply beyond the capacity of the person to cope stress can lead to actual mental and/or physical ill-health. Where such a risk exists, then stress and the workplace pressures causing it become a legitimate health and safety concern. WHAT MAY GIVE RISE TO STRESS? There are a number of aspects of work that may give rise to stress:
THE LEGAL POSITION There is no specific legislation on controlling stress at work. However, employers have a general duty under the Health and Safety at Work etc Act 1974 to ensure, so far as is reasonably practicable, that their workplaces are safe and healthy. Also, under the Management of Health and Safety Regulations 1992 employers are obliged to assess the nature and extent of risks to health in their workplace and base their control measures on it. Employers have a legal duty to take reasonable care to ensure that health is not put at risk through excessive and sustained levels of stress arising from work activities i.e. to treat stress like any other health hazard. WHAT CAN BE DONE? 1. Good management - including ‘regard for people’ attitudes. 2. Ensure appropriately open and understanding attitudes to stress. 3. Ensure jobs are ‘do-able’, matching the job with the person in it. 4. Management style - consistent, concerned, communicative and caring. 5. Managing periods of change so as to reduce uncertainty. 6. Providing help, support and training. 7. Monitoring stress levels - perhaps through a combination of sickness absence monitoring and periodic anonymised staff surveys. Some of the things that can help in a positive approach to stress reduction are:
CHECKLIST - STRESS 1.Do you recognise occupational stress as alegitimate health and safety issue? YES/NO 2.In running your business, where necessary, do you seek to minimise occupational stress through the following:
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YES/NO 3.If necessary, do you monitor occupationalstress (or its possible indicators)? YES/NO REFERENCES/FURTHER DETAILS HELA Circular 81/4 – Work Related Stress. www.hse.gov.uk/lau/lacs/81-4.htm Booklet HSG 116 Stress at Work - a guide for employers (HSE) (1999)ISBN 0-7176-0733-X. Leaflet INDG341. Tackling work-related stress a guide for employees (HSE).www.hse.gov.uk/pubns/indg406.pdf Leaflet ‘Work Related Stress- A Short Guide’ (HSE) INDG281 (11/99) www.hse.gov.uk/pubns/misc686.pdf |
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