| It is a common argument that 'a fit | | | | and sources of bad stress, second step |
| worker is productive worker'. It is | | | | for managers is to reduce it |
| becoming a universal realization that | | | | (Papers4you.com, 2006). |
| demands modern organizational practice | | | | Mejoa (et al, 1998) has given |
| has increased chances of stress | | | | interesting 10 points guidelines for |
| breakthrough among employees and it's | | | | managers to follow quoting from |
| becoming crucial for managers to | | | | Solomon's 'Manager's Note Book'. It |
| identify sources and formulate | | | | includes allowing employees to talk |
| strategies to reduce it (Papers4you.com, | | | | freely with each other, reduce personal |
| 2006). | | | | conflicts in the job, giving employees |
| It is argued that stress can be good as | | | | enough empowerment and control over |
| well as bad however bad stress is what | | | | their own work process, ensuring |
| causes adverse effects in employee's | | | | adequate staff budgets, open |
| productivity. Bad stress is 'a mismatch | | | | communication with employees, supporting |
| between a person's self-image, their | | | | employees' efforts, provision of |
| attributes and talents and | | | | competitive leave and vacation benefits, |
| organizational environment they work in' | | | | maintaining current benefits, reducing |
| (Nankervis et al, 2002). Moreover 'burn | | | | red-tapism and recognizing and rewarding |
| out' is taken as the extreme form of | | | | employees for their accomplishments. |
| stress that is a stress syndrome | | | | Similarly reducing stress should be a |
| characterized by emotional exhaustion, | | | | permanent part of policy for new |
| depersonalization and reduced personal | | | | employees. ROPES (Realistic Orientation |
| accomplishment (Mejia et al, 1998). | | | | Programs for New Employees' 'Stress') |
| Bad stress has become such a serious | | | | method is best way to address |
| aspect that in Japan, stress (karoshi) | | | | orientations; stress reduction role |
| is perceived as a destructive national | | | | (Dessler, 2003). It is argued that its |
| dilemma and issue. In order to reduce | | | | more easy to reduce stress if new |
| bad stress it is important to know the | | | | employees are being told from the |
| reasons behind it. Just imagine an | | | | orientation about the disappointments |
| example where a middle manager and | | | | they may experience and the way to |
| publication officer working in a | | | | tackle them. |
| publication company. She is responsible | | | | Hence, there is no second argument on |
| for the regular publication of two | | | | the fact that bad stress can be |
| monthly journals, research for yearly | | | | detrimental for organizational progress |
| statistical reports as well management | | | | and employee's productivity that however |
| of short term contracted staff. Such | | | | can be reduced and managed by |
| huge workload resulted in forgetfulness, | | | | identifying sources and effective policy |
| irritability, lower productivity, | | | | making. |
| postponed deadlines and spread of such | | | | References |
| melancholy across the organization | | | | Dessler, G, (2003), 'Human Resource |
| (Nankervis et al, 2002). So sources of | | | | Management', New Jersey: Prentice-Hall, |
| bad stress can be climate, change, | | | | Inc |
| rules, work pace management style, work | | | | Mejia, L, R, G, Balkin, D, B & Cardy, R, |
| group characteristics and many other | | | | L, (1998), 'Managing Human Resources', |
| reasons (Mejia et al, 1998). Similarly | | | | New Jersey: Prentice-Hall, Inc |
| bad stress in workplace can be caused by | | | | Nankervis, A. Compton, R., & Baird, M., |
| long hours working, repetitive and | | | | (2002) 'Strategic Human Resource |
| distasteful tasks, isolations, job | | | | Management'. 4th Edition Victoria: |
| hazards, poor public image of | | | | Nelson Australia Pty Limited |
| organization, lack of job security or | | | | Papers For You (2006) "P/HR/268. |
| any conflicting demands (Nankervis et | | | | Prevention of work-place stress", |
| al, 2002) | | | | Available from [19/06/2006] |
| So keeping publication's in view, after | | | | Papers For You (2006) "P/HR/17. |
| taking first step of realizing concept | | | | |