| There appears little doubt that one of the | | | | stressful role of the coordinator, due to the |
| major adverse influences on job satisfaction, | | | | lack of control over the demand of their |
| work performance, absenteeism, turnover and | | | | resources. |
| productivity, is the incidence of stress at | | | | |
| work. Stress is a source of tension and | | | | - Relationship problems - difficulties with a |
| frustration that may arise through a number | | | | boss, subordinates or colleges. |
| of interrelated influences on behavior, | | | | |
| including the individual, group, | | | | - Career uncertainty - doubtful future career |
| organizational and environmental factors. In | | | | prospects affect the whole of a person's work |
| a recent survey into attitudes to work, when | | | | |
| a random sample of 1,000 workers was asked to | | | | There are a number of techniques by which |
| specify the biggest problem at work, the | | | | individuals may bring stress under control. |
| second most common response (after poor pay - | | | | For example, changing your viewpoint; putting |
| 18%) was stress at 17%. This would seem to | | | | your problems into perspective; learning to |
| support the contention that stress is a | | | | laugh at life; not worrying and working on |
| problem of the nineties. | | | | stress reduction; not talking yourself down; |
| | | | and not attempting to slow your life down. |
| The causes of stress are complex. Stress is | | | | |
| also a very personal experience, as is the | | | | In addition, companies have initiated |
| response of each individual to it and their | | | | internal programs to reduce the fatigue or |
| beliefs about how best to cope with the | | | | stress from working on a specific position |
| causes and the effects of stressful | | | | for a long period of time. In fact, job |
| situations. Although considered as having a | | | | rotation is the most basic form of individual |
| negative impact, a certain amount of stress | | | | job design. It involves moving a person from |
| may be seen as positive and even as a good | | | | one job or task to another. It attempts to |
| thing, which helps and promotes a high level | | | | add some variety and to help remove boredom, |
| of performance. Keeping the balance is the | | | | at leads in the short term. However, if the |
| challenging task of management. | | | | tasks involved are all very similar and |
| | | | routine, then once the person is familiar |
| The five situations that are most commonly | | | | with the new task the work may quickly prove |
| considered as stressful are the following: | | | | boring again. |
| | | | |
| - Responsibility for the work of others - | | | | Job rotation may lead to the acquisition of |
| conflicting objectives of groups and | | | | additional skills but does not necessarily |
| organizations, groups and individuals, self | | | | develop their levels. Strictly, job rotation |
| and superiors. | | | | is not really job design, because neither the |
| | | | nature of the task nor the method of working |
| - Innovative functions - conflicting | | | | is restructured. However, it may help a |
| priorities and different psychological | | | | person identify more with the completed |
| demands between the routine and | | | | product or service. It can also be used as a |
| administrative aspects of the job and the | | | | form of training and it can reduce stress |
| creative side. | | | | that is associated with managing the |
| | | | increased responsibilities of a specific role |
| - Integrative or boundary functions - the | | | | in a company. |