Work OverloadEssay title: Work OverloadThis paper will examine the common organizational stressor known as work overload. To begin, the stressor will first be defined and explained in terms of its causes. The paper will then focus on how to deal with the stressor by suggesting a variety of organizational approaches. Individuals who have specialized training in the field of work overload will then be introduced. Unique approaches designed by these professionals as a method of dealing with work overload will be examined. The paper will conclude by describing how scientific literature and research might be of assistance to the specialists.
Having too much to do with too little time to do it is a common perception in the workplace. This problem, often referred to as work or role overload, can be caused by a variety of factors. Things such as unrealistic deadlines, lack of appropriate break periods, and increasingly heightened expectations are common causes of work-related stress that exist throughout a wide variety of occupations (Shimazu & Kosugi, 2003). Other harmful factors that are related to work overload include rapid change, disordered multitasking, uncertainty, and interruptions during work. While it is possible for many hours of concentration on a well-defined job to have a positive effect on a person’s mental state, it is also possible for less than an hour of chaos in the workplace to have a hazardous effect on a person’s health (Zohar, 1999).
People who serve as managers and supervisors are most susceptible to work overload. One potential explanation for this is the open-ended nature of the managerial job (Johns & Saks, 2001). The difficulties encountered when trying to juggle the demands of superiors with the needs of subordinates has the potential to provoke a lot of stress. Different personality types can also result in different ways of handling a heavy workload. For example, research indicates that introverts have notably different coping mechanisms for stress than extroverts (Dormann & Zapf, 2002). These mechanisms can vary in effectiveness when handling organizational stressors such as work overload. Another factor that relates to how people are influenced by heavy workloads is sex. For males, work stress is more strongly related to concerns about roles in the power structure of an organization, whereas female employees experience more severe stress when a conflict exists between job requirements and family relationships (Vagg, Spielberger, & Wasala, 2002).
Early warning signs of work overload include headaches, sleep problems, difficulty concentrating, short temper, upset stomach, and low job satisfaction (Dormann & Zapf, 2002). These symptoms are common among anyone who is subjected to high levels of stress. However, if the stressor is allowed to develop a variety of more serious conditions can surface. These conditions can be psychological (anxiety, depression, anger), physical (headaches, hypertension, ulcers), behavioral (sleeping disorders, emotional outbursts, violence and aggression), and even organizational (absenteeism, low morale, reduced productivity) (Ettner & Grzywacz, 2001). When left unchecked, these consequences can debilitate a person. This is why it is essential to effectively be able to deal with work overload.
There are a variety of approaches that can be used to deal with excessive work demands. Research suggests that one of the most essential techniques is to identify the causes and symptoms of job stress (Shimazu & Kosugi, 2003). It is important to recognize personal responses to stressors such as work overload so that solutions can be tailored to specific problems. One such solution to the problem of having excessive work is to speak to management or colleagues before work overload becomes a serious problem (Ettner & Grzywacz, 2001). This type of communication can help to eliminate unnecessary stress. Another solution involves pacing work based on potential (Ettner & Grzywacz, 2001). This requires taking on tasks that do not exceed ability as well as working at a rate that is comfortable. Maintaining a balance between work and personal life is also essential (Ettner & Grzywacz, 2001).
The problem of excessive work demands can also be remedied by an entirely different approach. Instead of learning how to deal with work overload as it happens, steps can be taken to avoid the stressor altogether. For example, one technique is to speak to superiors and understand what kind of output is expected from certain positions (Shimazu & Kosugi, 2003). In this way, it becomes easy to understand when certain tasks are out of the realm of expectation. This can help to develop motivation and a positive outlook on work. As a final resort after trying all of the stress management techniques, the best option may be to leave the stressful environment when demands become unreasonable (Ettner & Grzywacz, 2001). This may involve
crediting
the person in danger, or, alternatively, to start over when the workload becomes intolerable. As such, it is worth the effort to consider how to deal with these problems (Shimazu & Kosugi, 2003).
5. Psychological Benefits of Stress Management
In the past two years, we have seen a wave of increased stress in people living outside of work and in the workplace. While we know it can be difficult and unpleasant for a worker to deal with work stress, we think about the underlying motivation behind it as a psychological one. When faced with a hard and challenging environment, workers tend to want to avoid it because it makes them feel better about themselves and is conducive to improving their work performance.
6. Effectiveness
In this first section, however, we discuss the pros and cons to stress management as opposed to the pros or cons of stress management.
The pros
People tend to avoid such situations because of the uncertainty associated of work in the workplace and the desire for a better and more rewarding life. In order to maintain their social and emotional equilibrium, they prefer working in groups, and, ultimately, to make it the focus of their daily activities. As a result, many workplaces tend to have employees who are willing to commit to certain tasks. Thus, people who are already willing to endure work, or who can be more willing to work within a group, have an advantage in improving productivity.
Benefits in the long-run
In the short term, stress management is a great tool to have if the right circumstances present themselves. However, the best way to prevent this scenario is to maintain social and emotional harmony. However, people can use stress management for a variety of different reasons. People who are emotionally anxious at work, or who are unable to think independently and may require significant outside support to get through this tough time can benefit from an experience of work overload and its effects on their social relationships. It should be noted, however, that stressed workers may find the stress environment difficult or impossible to cope with or respond to successfully. Furthermore, those individuals experiencing high stress will feel that there is a low level of emotional unity and the need to cope with life. Thus, the stressors that people are faced with in the current stress environment may increase the intensity and intensity of their relationship with coworkers, their colleagues, and their environment. Also, it can add to the negative feelings about working in a stressful or stressful situation.
In order to get over the anxiety associated with working in stressful situations, stress management should be taken seriously, and should be incorporated in workplace activities. Here, stress management should be followed by the relaxation and concentration (Chabot, 1985; Shimon, 2003). Stress needs to be relaxed and relaxed-dependent on the worker’s ability to control the situation, and stress should