Trial Contact Us
HSE Articles
Back to Resources

Understanding work-related stress and helpful strategies to manage stress in the workplace

Written by Tom Ristevski

 

 

In moderate and healthy amounts, stress can enhance performance, resilience, and overall functionality. When work-related stress becomes excessive or chronic, it can significantly impact an individual’s psychological and physical health. According to the Australian Psychological Society, “work-related stress occurs when the demands of work exceed the resources we have for managing those demands”. It is paramount that employees and employers recognise and manage work-related stress as a significant health and safety issue.

 

 

In this article, we explore the signs, symptoms and causes of workplace stress as well as techniques employers and employees can adopt to promote and maintain a mentally healthy workplace.

 

 

 

The signs and symptoms of work-related stress

 

Identifying the signs and symptoms of work-related stress is crucial to managing workplace stress effectively. The signs and symptoms can be broken down into three main areas; physical, psychosocial and behavioural and can include some of the following warning signs:

 

Physical

  • Headaches
  • Muscular tension
  • Fatigue
  • Skin conditions
  • Heart palpitations
  • Difficulty sleeping
  • Gastrointestinal issues
  • High blood pressure

 

Psychological

  • Depression
  • Anxiety
  • Feelings of discouragement
  • Irritability
  • Pessimism
  • Overwhelm
  • Cognitive difficulties

 

Behavioural

  • Increased absenteeism
  • Aggressive behaviour
  • Decreased creativity and initiative
  • Decline in work performance
  • Challenges in interpersonal relationships
  • Mood swings
  • Reduced tolerance for frustration
  • Disinterest in work activities
  • Isolation or withdrawal

 

 

 

 

 

 

Causes of work-related stress

 

A variety of factors can significantly contribute to work-related stress, and they can be categorised as follows:

 

Job specific factors

These factors include inadequate physical working conditions, such as poorly maintained environments, excessive noise or insufficient lighting, alongside serious safety concerns. Employees may also face the relentless pressure of unrealistic deadlines, compounded by long hours and a heavy workload that feels impossible to manage.

 

 

Employee role factors in the organisation

Occupational stress can stem from a lack of clarity regarding one’s responsibilities, which can confuse an employee about their duties and expectations. A poor fit between an employee’s skills and job requirements can lead to anxiety about their performance, frustration and decreased job satisfaction . The uncertain future of the organisation’s vision and financial performance can contribute to feelings of fear and instability regarding employment status and leadership structure.

 

 

Career advancement concerns

The potential for career advancement is a significant source of motivation for many employees. Feelings of being overlooked for promotions can lead to resentment and diminished engagement. Employees may also experience work related stress symptoms when they feel their skills are underutilised, leading to boredom or frustration . Perception of a lack of job security, whether due to industry downturns or company restructuring, can further contribute to anxiety regarding career stability.

 

 

Workplace relationships issues

Healthy workplace relationships are vital for a positive work environment. When employees receive insufficient support from their supervisors, such as a lack of guidance or recognition , it can lead to feelings of anxiety and feelings of worthlessness . Conflicts with colleagues due to misunderstandings or personal differences can create a toxic work environment. Additionally, experiences of harassment, discrimination, or bullying not only affect an individual’s well-being but can also contribute to a permanent sense of fear and increase stress at work.

 

 

Organisational culture

An organisation lacking a supportive culture may hinder employee development and autonomy, leading to feelings of powerlessness. Low perceived control over work tasks can result in frustration and hinder creativity, particularly when employees face micromanagement. Furthermore, inadequate communication channels regarding important decisions can lead to office politics, discontent, and decreased morale.

 

 

Stressors outside the workplace

Numerous factors can contribute to stress outside the workplace, including long and exhausting commutes that eat away at personal time and well-being. Additional burdens, such as sleep deprivation caused by busy schedules or personal issues, can impair concentration and emotional health. Coping with grief, navigating the complexities of separation or divorce, conflicts with family members or managing both mental and physical health challenges can be overwhelming and increase employees’ overall stress levels before stepping foot in their workplace.

 

 

These factors demonstrate how deeply interconnected all aspects of personal and professional life can be. Thus, it is of the utmost importance that employers proactively address, support and manage work stress in a holistic manner.

 

 

 

 

 

 

How to manage workplace stress

 

In order to effectively manage stress in the workplace, a proactive management program that focuses on minimising and preventing stress at work before it becomes a significant risk to health and safety is critical. Consulting employees in this process is essential to ensure organisations can achieve better health and safety outcomes . Through consultation, employees will be able to gain a sense of ownership and control over their workplace.

 

Your management program should include the following steps:

 

Identify areas of stress in the workplace

Undertake an in-depth assessment to determine the specific aspects of the workplace which may contribute to workplace stress. The identified aspects of the workplace will contain potential sources of work-related stress, which are commonly known as psychosocial hazards. Some common psychosocial hazards include high job demands, poor support, lack of role clarity and low recognition and reward (view a detailed list of psychosocial hazards). Utilising tools such as confidential surveys, in-depth interviews, and focus groups can facilitate honest conversations and yield valuable insights into employee experiences.

 

 

Evaluate which psychosocial hazards require controls

Once the psychosocial hazards have been identified, systematically evaluate their potential risks and impacts on the workforce. This assessment should scrutinise both the likelihood of stress occurrence and its subsequent effects, which may manifest as diminished productivity, increased absenteeism, and elevated turnover rates . Organisations can effectively target the most needed interventions by prioritising these risks.

 

 

Control risks

Implement control measures to eliminate or substantially minimise stressors as reasonably practicable within the workplace.

 

Possible solutions may involve:

  • redesigning workflows to distribute tasks more equitably among team members
  • opening up communication channels to ensure information flows freely
  • providing employees with access to mental health resources (for example: employee assistance program and social support)
  • developing an inclusive culture that promotes teamwork and mutual support.

 

 

Regularly review controls

A successful review process should be an ongoing exercise that monitors and evaluates the dynamics and complexities of workplaces. It should be able to review and revise any control measures that do not reduce stress at work. However, most importantly, the review process should ensure that no control measures place inadvertent risks or increase other risks to the employees. An employer could conduct regular employee check-ins, perform feedback surveys and analyse performance data which tracks morale, productivity and absenteeism.

 

 

Training and educating workers

An employer must ensure all employees are well informed and trained in health and safety policies and procedures. Essential training sessions should help employees recognise signs of stress, understand their rights and access available mental health resources. Supplementing education with informational materials, such as situational awareness videos, posters, and engaging intranet content, can further enhance awareness and promote a culture of support for workplace stress.

 

 

In addition to these foundational steps, employers may consider including the following strategies to improve workplace culture.

 

 

 

 

 

 

 

Additional strategies to manage stress in the workplace

 

Senior leadership commitment

Engage senior management in championing initiatives that aim to reduce workplace stress. Their visible support and involvement, whether through participation in wellness activities, open forums, or public endorsements of mental health initiatives will demonstrate a genuine commitment to prioritising employee health.

 

 

Promote mental health initiatives

Initiate programs and events that foster mental well-being and mindfulness, such as wellness workshops, group exercise classes, and team-building activities designed to strengthen co-worker’s connections . Encourage participation through incentives and recognition, creating an inclusive environment where mental health, workplace stress management and work life balance is valued alongside physical well-being health.

 

 

Further education and training on stress management

Offer targeted workshops and interactive training sessions focusing on effective stress management strategies. These could include topics such as time management advice , mindfulness practices, relaxation techniques, conflict management and resilience-building exercises. Providing employees with helpful tools to manage workplace stress in a low stress environment will give them a sense of self-control and the ability to cope with stress and thrive in challenging situations.

 

 

By recognising and managing work-related stress as a significant health and safety issue, organisations can continuously work on developing a supportive and responsive culture to work demands and work-related stress.

 

 

 

 

References