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