False allegations - what are the legal implications?

There are many different scenarios in which somebody can be falsely accused and the correct response can, therefore, vary considerably. If the accusations could lead to criminal proceedings then clearly it is vital to get legal advice at the earliest possible stage.

If you are falsely accused of an offence you should contact a solicitor immediately for legal advice. Naturally, if you are accused of a criminal offence then you have the right to see a solicitor so that you are fully advised on how to defend yourself.

A solicitor will be able to advise you on the merits of the case, the likely outcome and your possible defences. If you have been convicted of an offence you did not commit then again a solicitor will be able to advise on the appeals process.

If you are accused of something falsely in the workplace then you should consult the employee handbook to see the individual company’s grievance procedure and then make a complaint.
It is important that if you are accused of something you did not do that you go on record denying the allegation.

If you feel the accusations are in anyway discriminatory against you or trying to force you to resign from your job you should contact an employment solicitor immediately.

Defamation
The most common false accusation introduces a possible claim for defamation. Defamation claims arise in order to protect an individual’s reputation.

It is important to note that a defamation lawyer will be seeking compensation for damage to a claimant’s reputation and not simply for injured feelings.

Broadly speaking, defamation will take one of two forms: libel or slander.
Libel applies when the damage to an individual’s reputation has been caused by something which takes a permanent form, for example an article in a newspaper.

A defamation lawyer will find it easier to bring a claim in libel rather than slander, as the permanency of libel is deemed to be more serious.

Solicitors face more obstacles bringing a claim for slander, which takes a temporary form, such as a verbal accusation. This is more difficult as it is harder to prove the event occurred and it is likely that fewer people will have heard the remarks and thus there may be only limited damage to reputation.
A lawyer bringing a defamation case on your behalf will need to show that the defamatory remarks are about you and that other people know they are about you. If nobody else realised the comments were about you then your reputation will not have been affected and you will have no claim in defamation. They will then need to show that the remarks have caused your reputation to drop in the eyes of the people who heard/read the remarks.

The main defence to defamation is if the statement was, in fact, true.  A solicitor will also be able to raise a defence if the comments were in the public interest, and are deemed reasonable comment in a democratic society. This usually occurs in the 'comment’ section of a newspaper.

If you feel you have been falsely accused of something you should contact a solicitor who will be able to give specific advice according to your circumstances.

TIME FOR CHANGE IN AN GARDA SIOCHANA

Garda Review in 2006 (UnEdited Version).

An Garda Siochana is the Irish Police Service. The Garda Review is a monthly journal issued to over 20,000 readers on a monthly basis through the Garda Representative Association.

Time for change

The work of An Garda Siochana can be highly stressful at times, and is one of the few jobs where one continually faces the effects of murders, violence, accidents and serious personal injury. Some of the duties of Gardaí can be inherently dangerous and others can suddenly become so. You can witness scenes of great trauma and are exposed to personal danger; routinely – yet it is evident that these incidents are handled and dealt with in a professional manner.

Occasionally a particularly bad episode or incident may linger and present problems for the individual. Even the most ordinary and mundane of jobs can become stressful at times. Members pledge an oath to conduct your duties without fear, favour, malice or ill will towards others. This in itself is both an honour and a burden, and carries with it a responsibility that goes far beyond the typical nine to five working day.

When you look around and ask yourself, does the responsibility of your position equal the level of support you receive? If you believe it does then you might like to stop reading now. It is my belief that An Garda Síochána requires a stand alone comprehensive therapeutic support service designed for members of the force; a service that offers each member and their families if required the opportunity to express any concerns and difficulties they may have. A service that will if possible attend scenes of trauma to provide you with support and information on accessing appropriate support, that will help co-ordinate or offer debriefing sessions along with your peer support service, all with confidentiality that meets strict professional standards.

This proposed service should represent a collection of on-going identified issues and present them to Garda management in order to bring about positive and lasting change for each individual member of the force and the organisation as a whole. I propose that all members who suffer trauma should be mandated to attend such therapy as a matter of course, in this way the stigma that exists within AGS in relation to therapeutic intervention will be lifted completly. I base this belief on research I carried out in October 2004 into The Need for a Confidential Support Service within An Garda Síochána, and on such research as the Health, Safety and Welfare in An Garda Síochána, commissioned by the Garda Representative Association (GRA) in 2003. The latter highlighted many health and safety concerns throughout the force.

I also base this belief on my experience, as I have worked in the caring profession for over twelve years - gaining extensive first hand experience of having to work through crisis and trauma, and over many years as a qualified therapist I have worked voluntarily with and helped people who suffer stress, Anxiety, False Allegation and Isolation in the workplace and life in general. The services that I am recommending are not only important to the overall health and welfare of each member of the force but is also a service that will benefit the organisation, as a healthier workforce makes for a better service all round.

“One way of anticipating risk and providing relief from stress is to offer counselling services”.

Prof. Michael Carroll

The research that I carried out was based on issuing a number of ‘stations questionnaires’, and interviewing a number of officers at a face to face level. I received a 91% response to my questionnaire, it is normally expected that a survey of this type would receive a level of around 5% response, the level of time and energy each of those surveyed took to express their concerns made for alarming reading.

Of those surveyed, 68% said they would use a confidential support service if offered one and 75% of those interviewed said they would also use such a service. Another question asked how you cope with stress? Nobody indicated they would seek support from senior officers, 36% indicated they have ‘a few drinks’, 29% said they would talk things through with their family or partner; while 41% indicated that they just get on with the job and hope it will pass.

All appear to be ways of coping with the stresses of the job - but some will in fact add to and may even compound such issues. This does not reflect the difficulties families may have in helping a member through such times of stress and upset. With 83% of those questioned in the survey said they felt fearful when working, all of those interviewed said they too felt fearful when working. Fear is a natural response to identified potential dangers. Another question asked ‘do you feel isolated from the public?’ and this yielded a 71% response indicating ‘yes’. This in itself directly affects the mission of the Garda as a service for the public.

It is a Garda’s mission to protect the personal dignity and human rights of the community. Surely each member should be respected and have their dignity protected as well?

The study commissioned by the GRA into the Health, Welfare and Safety in An Garda Síochána showed a damming picture of working conditions in ten stations throughout the country. Poor working conditions and environment will add to the level of stress, unhappiness and isolation. The nature of the job is stressful; most would be aware of this before joining and I am sure that it becomes increasingly more obvious as the career progresses. However, this does not take away from the fact that such an obvious stress-filled job should have sufficient and proactive counter measures of support through these times that cause concern. All of those interviewed said the job had become more stressful since they joined the force.

A definition of stress can be seen as “the non-specific response of the body to any demand made upon it.”
Dr. Hans Selye

In the case of Gardaí this demand may be the constant and real threat of violence and the changing needs of the working environment. Working time can be perceived as times of quiet boredom through to times of crisis and trauma. It’s the changes in environment that results in the body having to adapt; these changes are immediate and automatic and the resulting stress can help the person to perform and meet the challenges presented - or it can be negative and present in the form of distress which can make someone upset and unwell.

The reaction humans have to stress results in chemical changes in the body, the stimulant hormone adrenaline increases that pours into the blood stream with other hormones producing changes in our bodies designed to protect us, this can be seen as the ‘fight or flight response’ - it provides both the energy and strength needed to either stay and fight or to run away from the perceived danger.

Gardaí can face this response several times throughout each working shift; which I believe can increase the negative affects of stress. To control and help this there have to be changes; change in behaviour, beliefs, ways of thinking, lifestyle and subsequently environment.

When we deal with the causes of stress we can help elevate it, in the case of members of An Garda Síochána, one way of helping is to provide a service that allows the individuals a safe and secure place to work-through their perceptions and difficulties. This in turn can help to relieve the problems and symptoms and also help develop the understanding, awareness and coping skills of the individual, helping them to be more readily able to deal with the everyday and real stressors of the job.

The issues of stress and therapeutic support in police work are considered to be vital in many police forces throughout the world. In the UK they have a number of welfare associations catering for the needs of their officers. In the majority of forces throughout the UK there are internal counseling and therapeutic support services offering confidential support to those officers in specialist roles - and all serving members. These services are supported and funded by management and government alike.

In Sweden the welfare and well-being of rank-and-file police officers is vital to their modernisation process. They realize the high-risks associated with the policing profession. In September 2003, the National Police Board in Sweden outlined the need for psychosocial support for police officers and recognised the immense need for both crisis support and preventive measures in catering for the welfare of its officers. They realized that policing has an inherent risk attached to it that can’t be minimized, but they have increased their efforts and time into developing support services and therefore prevent and minimizing the detrimental effects of such situations.

In An Garda Siochana there is a committed team of only seven welfare officers; one sergeant and one inspector assigned to the welfare needs of over 12,000 members. This level of support is considered by management to be sufficient and consider the welfare needs of those working through such difficult situations to be well served by this complement.

The 2003 report into health, safety and welfare highlighted that even basic health and safety legislation from 1989 was not enforced in the Garda Síochána. The authorities in Sweden have prioritized these issues. Most recently in Northern Ireland, some 5000 claimants of the PSNI are taking legal action against the Chief Constable of the PSNI over the lack of psychological support being offered to those that suffered stress as a result of carrying out their duties. These cases will not centre on the extent of such trauma suffered, but whether the successive Chief Constables and police authority had a duty, in law, to care for their officers to protect them from trauma, or at least, from its consequences. (Quote)“…in Northern Ireland, some 5000 claimants of the PSNI are taking legal action against the Chief Constable of the PSNI over the lack of psychological support being offered to those that suffered stress as a result of carrying out their duties.”


This will highlight the need of both the management and government to take the issue of welfare and therapeutic Support more seriously. Hopefully this will add an incentive to move in line with the many police forces throughout the world - and that this will happen before officers here suffer enough to seek compensation like their colleagues in the North.

My research indicates a belief by some that members are not being respected, understood, appreciated or supported by management. One Garda anonymously stated, “Abused by the public, used by the state and hated by the media; while doing a job that none of them would do.” This embodies a view of a service that is in need.

“The most widespread negative effect of work on mental health is stress”
World Health Organization, Ministerial Conference on Mental Health.

The role of policing appears in general to be tough, strong and insular. Of those surveyed 71% said they would have difficulty sharing the issue of stress with their colleagues. This inability and difficulty for some to ask for support continues to perpetuate the perceived culture that you don’t need support. Sadly this attitude is old and redundant and it is up to you to change it. In the words of Martin Luther King, Jr. “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy”.

Were do you stand? Hoping it will pass, drinking or talking with friends or family. In my survey, 76% said they never feel supported in their jobs. I can tell you that the first line of organisational support should come from those in a position to effect change and offer support, the second line comes from the members themselves and the third line in this case comes from the public - who appear to judge members of the Force on a mixture of newspaper reports, rumour and innuendo; but have a responsibility to support their service and demand change if required.

Now, there has never before been so much written about the Gardaí, all seemingly negative and that must make the life of a Garda even more difficult. The work of Gardaí has also changed drastically over recent years there has been an increase in violent crime, drugs and firearms offences. Members are expected to meet these issues head-on with what appears to be little support. Even in the face of the research there continues to be little change in acknowledging that extra support is required.

Through it all members continue to provide a service that, for the majority of the public, is appreciated and respected. Yet this does not appear to be reflected in the treatment by those who can effect change. It is the firm belief of those who support you that the development of this type of support service is the start of this change. Members have many committed people working on your behalf in the form of welfare officers and the representative associations. Now is the time to work towards the positive and lasting change.

By Mark Reddy

This link is to the list of Executive Members of the GRA: http://www.gra.cc/executive.shtml
This is a link to a Post Traumatic Stress Disorder Site:
http://www.trauma-pages.com/trauma.php#SYMP

PLEASE CLICK ON ANY OF THE RELATED ARTICLES FOR FURTHER INFORMATION OR FEEL FREE TO CONTACT ME IN CONFIDENCE ON STRESSKILLS@GMAIL.COM

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Stress Reactions in Policing (An Garda Siochana)

Published Garda Review in 2007.

The members of the Grada Representative Association (GRA) and its CEC work tirelessly on behalf of all rank and file members of An Garda Siochana to bring about positive and lasting change in relation to Health, Safety and Welfare within the force. http://www.gra.cc/

INTRO
We need a certain amount of stress to function; but what actually is it?
Stress is experienced regularly. We require a certain amount of it to get through tasks, keep us focused and motivated. The problems occur when our body and mind is subjected to high levels of stress for extended periods of time. This is further heightened if we perceive certain situations to be life threatening, harmful to our health or to our sense of self.

These incidences may lead to distress, a natural defence mechanism designed for our bodies to respond to such perceived times of danger; known as ‘flight or fight’. At such times our body creates high levels of stress hormones such as epinephrine (adrenaline), norepinephrine (noradrenaline) dopamine and cortisol, which has harmful effects; that contribute to increases in blood pressure and blood sugar levels and may cause infertility in women. It suppresses the immune system as well as damaging long term memory.

DEVASTATING

The overall hormonal reaction can wear down both body and subsequently emotions; people under distress can often become emotional, irritable, anxious, have difficulty making decisions and even suffer from symptoms of depression and insomnia. If that weren’t enough, sufferers can also expect biological stress-related illnesses and conditions such as weight loss, lethargy, stomach complaints, high blood pressure and even heart attacks. These issues have devastating effects.

It’s obvious why the World Health Organisation’s experts in health and welfare consider policing to be one of the most stress-inducing professions.
Garda work is challenging; traumatic events such as death from violence, accident or suicide, as well as witnessing, securing and reporting such incidences the job then expects that the member informs family members of the tragedy.

Within policing many different aspects provide extremely stress-inducing incidences and strains that can deeply affect both the life of the Garda and their families. Members involved in routine duties potentially face harrowing, challenging and dangerous situations throughout a shift. Other specialist units dealing with such areas as child abuse and child-related areas are not only challenged by the inherent dangers associated with front line duties but also the challenges they face to their own attitudes, cultural beliefs and personal values.

Criminality and social disorder is a side of society most don’t see.Members can be immersed into aspects of society deemed as depraved and violent yet are then expected to finish a shift and enter back into ‘normal’ society; back to family and friends with little opportunity to address the challenges faced on each shift.

FALSE ALLEGATIONS

The operational aspects of policing can be difficult, but when a policeman or policewoman is investigated for their role in carrying out their jobs they can find themselves to be completely isolated and alone to face endless possibilities that may affect them and their families for the rest of their lives.
I have worked with individuals on the wrong end of false allegations arising directly from stress-filled working environments and the level of damage to all aspects of one’s life is immense and devastating. The area of disciplinary procedures is an area that requires high levels of support, communication, understanding and pro-active research to address the needs of individuals under investigation.

Within an organisation the issues of stress are far reaching and are experienced at every level from the new recruit trying to fit in, to the most senior of management positions charged with the operational duties and the responsibilities to each member.

The culture of police work is insular and strong; issues of stress are still, sadly and naively, considered by some to be issues of weakness that are best not discussed or addressed. The truth is simple: the negative affects of stress are very real and will be a major factor in low morale, health and productivity if they are not addressed effectively.

The most serious problems faced by the Force may have stress-related roots. Serious aspects of stress are often a symptom of poor employment relations and have serious implications for the individual and the organization. Those that may suffer from the negative affects of stress at senior levels may find it hard if not impossible to change with the times, as change can be very difficult for most to accept and requires individuals to leave their safe comfort zones.

OLD RULES

A symptom of such for those in a leadership role maybe to compensate by enforcing ill conceived and old rules to the letter of the law in order to keep an internal sense of achievement, while shying away from making adaptations that will add to the process of change, it's easier at times to not challenge and fight for change in an environment that may be negative towards you for doing so. Such issues can result in a breakdown in communication, a dividing of opinion, frustration, anger and a lack of open transparent communication resulting in many more problems.

Within such environments the right of the individuals to have their own opinions can be lost and censored. The right of people to change their minds can be seen as a weakness and the right to ask for help can be seen as an inability to do ones job. Fear to challenging such issues can also be great as there is a very real openly reported sense within AGS that to challenge such concerns will lead to you being “gotten” in the future, either by impacting on your promotion options or added and undue pressure to conform or leave the service.

This too adds to the overall stress levels, frustration and low moral of the workforce. So for some it’s easier not to make decisions, not to raise your head above that parapet. This way of doing things however understandable not only diminishes an individual’s rights but burdens those prepared to challenge the system for the right reasons to be isolated and ridiculed.

The negative effects of stress affect all levels of the organisation and will continue to do so if not addressed. If addressed properly however with acceptance and openness the benefits will be great.

Another area not discussed in regard to stress both for the individual and the organisation is the damage it has on one’s sense of self or one’s ‘self concept’. This is one’s understanding of who you are or an organization’s understanding of what it is. We form our self concept through introspection (looking inward at oneself) and through feedback back from others (the Force has had considerable negative feedback through the press).
An example of this conflict might be when individuals choose to drink or smoke to excess in order to attempt to cope with such things as stress. They know that this is both unhealthy and does not help, yet tend to justify it in order to try and elevate the sense of inner conflict. This spirals into a cycle of further unhappiness.

POSE A REAL THREAT

The World Health Organisation states that up to half of workers in industrialized countries experience psychological stress. Environmental stressors such as hazardous conditions are one cause, but occupational stress also results from work organization -workload, lack of autonomy and control over work, shift work, wage scales and routine, repetitive work. Stress associated with work has been shown to contribute to cardiovascular disease, musculoskeletal problems and other conditions.”

The International Labour Committee reviewed a study of potential sources of stress among Scottish police officers which indicated that the stressors stemming from organizational aspects, such as perceived staff shortages, inadequate resources, time pressures and lack of communication were more significant than those relating to police work. It found that “officers under stress could pose a real threat to their own safety and that of others”.
Coping mechanisms to avoid thinking or dealing with such conditions include over working, using alcohol, self medicating or ‘just getting on with it’. This in part I believe extends from the culture of police work which covertly dictates that signs of genuine stress and difficulty are considered to be signs of weakness, yet for someone to acknowledge their sense of stress and difficulty is a sign of great strength and personal awareness.

The role of a Garda requires emotional health and well being. People with good emotional health are in control of their thoughts, feelings, and behaviours. They feel good about themselves and have good relationships. They can keep problems in perspective and act with clarity and insight. Good mental health is a key piece of equipment, the one ‘dependent variable’ that you rely on daily. Stability of thought allows you to make quick, appropriate decisions and deal with difficulties as they arise. Without this stability the frustrations and stressors of the job may make the decision process difficult and may result in doing things based on stress and frustration arising from the day to day duties associated with the job.

STRONG MIND

The management of stress and providing counselling is a key issue for emergency services workers. Many can be seriously psychologically affected by incidents of trauma specifically related to death, injury, contracting diseases and life-threatening situations. For those who have survived and got through such incidents there can be often times of avoidance and difficulty accepting that they may have been affected, followed by periods of stress or even acute and post-traumatic stress disorders. A study carried out on emergency service workers in New South Wales reported that about “30% of respondents had experienced stress severe enough to seek help, but 39% of these did not seek help for various reasons. Only 9% reported that the information on the availability of such help was given to them during initial training.

There are many things that cannot be done to make the job of policing easier but there are the basics that can be in place; more professionally-trained support officers by way of a better supported EAP Service, proper and up to date equipment, more pro-active training in the areas of stress management and communications and proper working conditions. For An Garda Siochana there is an essential requirement and need for an Internal Garda Specific Unit of Trained non member Psychologists/Therapists providing individual Confidential Therapeutic Support designed to care for Police Officers and their families in complete confidence, to attend where possibly scenes of trauma and crisis to support members and to advise on policy in order to support the future requirements of all members in need.

Employers have a duty of care to their staff to assess the risk of stress related ill health and to control that risk, this requires the identification of risk at source which has been raised in research carried out by myself, health and safety research carried out by Dr Garavan of Limerick University and other work such as research carried out Prof. Cary Cooper in which he confirms that “stress at work does exist” and that one in five people are stressed at work.

It is important to note that a Garda Specif Confidential Therapeutic Support Service for which I support will not counteract the full extent of problems faced, but it will go a long way to establishing change and supporting those that need it. However, the focus should never be removed from the responsibilities of the organisation to deal with their duty of care and the fundamental issues of the emotional health and welfare of their employees. Although, if in place it should be madatory for members who experience trauma during their working shift to have to attend therapy as a matter of course, in this regard the stigma of seeing a therapist is removed completly.

The areas of unhappiness, workplace stress and the need of people to seek support should not be seen as an individual problem but as an area that needs to be addressed as an organisational issue. These are not disciplinary issues or issues to be ignored, it takes a strong mind to know when to ask for support and it takes a committed and caring organisation to embrace change and offer the most effective support possible knowing that it will continue to enhance the overall and exceptional service offered.

By Mark Reddy

Editor: Neil Ward Garda Review

http://www.worklifebalance.ie/

This is a link to an article on Debriefing and PTSD that should be reviewed by all involved in the Emergency Services LINK

Please see the related articles in regard to Stress and Policing and Stress and the Emergency Services by either clicking here or looking under November. Contact me or leave your comments in regard to any issues raised.

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Impact of Bullying

What is Bullying ?
Many definitions of bullying will describe it as intimidating, abusive, malicious, offensive behaviour that is intentional, persistent and repeated, directly or indirectly on an individual or group.

In some cases bullying can be covert and subtle, but nevertheless still has the power to exert hurt and distress on the recipient.

Bullying can take many forms, but its aim is always to make the person feel afraid, intimidated or upset.

Most common forms of bullying include:
Physical : pushing , shoving, kicking or hitting
Verbal : name-calling, teasing, insults, humiliation
Emotional: making threats, spreading rumours, excluding, ignoring, undermining
Sexual : ranging from unwanted advances to serious sexual assaults – rape
E-Bullying: sending threatening or upsetting messages or images

Consequences of Bullying Behaviour
Physical Impact
High level of stress and anxiety
Headaches, migraines
Fatigue, exhaustion, tiredness
Sleeplessness, nightmares
Illness – colds flu, infections
Changes in appetite
Increased use of alcohol
Socially isolated by choice or circumstance

Psychological Impact
Loss of confidence and self –esteem
Loss of trust in self and others
Withdrawn and quiet
Hypersensitive and hyper vigilant - constantly on edge
Obsessive thinking – cannot get bullying out of your mind
Psychological ill-health- depression, anxiety, panic attacks
Self-harm
Suicidal ideation
Contributory factor to suicide

Academic Impact
Poor performance and productivity
Absenteeism and poor attendance
Missing deadlines
Lack of concentration
Impaired ability to retain or absorb information
Difficulty in handling equipment
Deterioration in relationships with friends and colleagues
Robs you of time in college

Strategies for dealing with Bullying
Talk about what has happened to you. Remember the bully thrives on secrecy.
Seek help and assistance.

Bullies can be devious and you may need support.

Keep a written account of everything that happens to you. Be clear about the facts of each incident

Keep copies of e-mails, memos letters etc. sent to you. When confronted bullies tend to deny what they do.

Be informed on anti-bullying policies and procedures. Know your rights. When in doubt seek expert advice.

If you choose to confront the bully do so in a planned and assertive way. Bring someone with you, choose the time and place carefully

Focus on the behaviour, state how it has affected you and request clearly what you want changed.

Keep a written account of this interaction for further reference.

The first thing to know if you suffer from such incidences is that you are not alone. Many laws have been passed to support you in both the workplace and educational institutions. Feel free to contact me and take your time going through the articles on this site and the links attached.

stresskills@gmail.com

Workplace Stress an insight

Stress in the workplace is becoming a major concern for employers, managers and government agencies, owing to the Occupational Health and Safety legislations requiring employers to practice 'duty of care' by providing employees with safe working environments which also cover the psychological wellbeing of their staff.

One of the costs, for employers, of work place stress is absenteeism, with the A.C.T.U. reporting that owing to stress, nearly fifty per cent of employees surveyed had taken time off work. Other negative effects were reductions in productivity, reduced profits, accidents, high rates of sickness, increased workers' compensation claims and high staff turnover, requiring recruiting and training of replacement staff.

While a certain amount of stress is needed to motivate individuals into action, prolonged stress can have a huge impact on overall health. More than two-thirds of visits to doctors' surgeries are for stress-related illnesses. Stress has been linked to headaches, backaches, insomnia, anger, cramps, elevated blood pressure, chronic fatigue syndrome, fibromyalgia and lowered resistance to infection. For women, stress is a key factor in hormonal imbalances resulting in menstrual irregularities, PMS, fibroids, endometriosis and fertility problems. Stress can also be a factor in the development of almost all disease states including cancer and heart disease.

Each profession has its own unique factors that may cause stress; below are some causes of stress that cross many professions:
Increased workload
Organizational changes
Lack of recognition
High demands
Lack of support
Personal and family issues
Poor work organization
Lack of training
Long or difficult hours
Inadequate staff numbers and resources
Poor management communication
Lack of control or input

So what can be done to effectively manage workplace stress?
Organizations can:
Educate their employees to recognise the signs of stress.
Where possible, give their employees the chance to be involved in decisions and actions that affect their jobs.
Improve employer-employee communications.
Provide employees with opportunities to socialise together.
Be understanding of employees' personal and family responsibilities.
Ensure employee workloads suit their capabilities and resources (provide more training and resources if not).
Provide support (internal) for employees who have complex stress issues.
Employees can reduce their overall stress by:
Regularly exercising, as this releases 'happy hormones'.
Eating a healthy diet, as stress depletes vital nutrients.
Getting adequate rest.
Being more organized. Get up earlier to have more time.
Delegating responsibility where possible. Say no!

Avoiding caffeine and sugar. Although this may provide an instant lift it later depletes the body of energy and nutrients.

Taking time to do things that bring enjoyment and pleasure.
Making the work environment pleasurable. Taking care of their overall health and wellbeing by practising good self-care.

Sometimes trying to implement change (even for the better) can itself cause stress and prevent a person remaining motivated. In this case it's important to get support for your stress from a counsellor, doctor, naturopath, friend, peer or life coach who specializes in stress issues.

The benefits of a systematic and joint approach to reducing work stress are:

Increased productivity
Decrease in absenteeism
Improved morale
Decrease in workers' compensation claims
Reduction in workplace accidents

The most important benefit of reducing workplace stress is that it will promote a healthy, happy and pleasant work environment for all.

PLEASE CLICK ON THE RELATED LINKS AND ARTICLES ON THE LEFT. OR CONTACT ME IN CONFIDENCE AT STRESSKILLS@GMAIL.COM

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Workplace Health and the Law

WHAT THE LAW REQUIRES

Against this background of unacceptable humanitarian, social and economic costs; legislation has been introduced to control all aspects of Safety and Health. The result is that Health and Safety requirements are now a major influence on every work activity however large or small. The principal aim of Health and Safety legislation and practice is the prevention of accidents and ill health. The three principal pieces of legislation in Health and Safety, which outline and detail this preventive approach are: The Safety, Health and Welfare at Work Act 1989 and The Safety, Health and Welfare at Work (General Application) Regulations 1993 The Safety Health and Welfare at Work Act 2005

2.1 The Safety, Health & Welfare at Work Act 1989 The 1989 Act reflects and encourages the preventative approach by including the following key elements:

1. Placing general obligations on employers and employees to ensure Safety and Health at work.
2. Requiring employers to implement a system for managing Safety and Health in the workplace.
3. Requiring that employees and employers consult on Safety and Health matters.
4. Requiring employers to produce a safety statement based on hazard identification and risk assessment.

The safety statement requires written details as to how accidents and ill health are to be prevented.

The Safety, Health & Welfare at Work Act(general application) regulations 1993 Under the 1989 Act, employers have to ensure the health and safety of employees and others who may be affected by their work. The Act applies to all work activities and premises. Employers are therefore required to provide suitable control equipment and train, instruct, inform and supervise employees so that their health at work is not affected. Employees also have responsibilities under this Act not to endanger themselves or others. The General Application Regulations add detail to the 1989 Act on accident and ill health prevention measures, and the notification of accidents and dangerous occurrences. It also covers Safety and Health aspects on:

• Safety and Health management.
• Risk Assessment.
• Emergency Procedures.
• Workplace Conditions and Facilities.
• Work Equipment.
• First Aid.
• Electricity.
• Manual Handling.
• Working with VDUs.
• Personal Protective Equipment.

In addition all employers are required to appoint a competent person to assist in complying with Safety and Health legal requirements and in the design and use of protective measures. The person appointed to assist could be a manager who has been properly trained to do this, although if the risks are complicated, or involves special knowledge, you may need to involve people from outside your business.

The Safety, health and Welfare at Work Act 2005
The Safety , Health and Welfare at Work Act 2005, was passed by the Oireachtas and signed into Law, will come into force on September 1st 2005. Though the basic principles of health and safety law are unchanged. The Act includes many new and more detailed and more stringent provisions than the 1989 act which it replaces.

• Fines of up to 3m and /or up to two years in jail for serious breaches of health and safety.
• The introduction of on the spot fines systems for certain safety offences, which will be specified in further regulations
• Drug and alcohol testing for employees, the procedures for which will be specified in further regulations. Employers The significant new duties imposed on employees are to e.g.
• Manage health and Safety
• Ensure, in so far as is responsibly practicable, the preventions of risk to employees, Health from exposure to noise, vibration or ionising or other radiation of any other physical agents.
• Provide employees with training, information and supervision in a firm manner and, as appropriate, a language that is reasonably likely to be understood.
• Review Risk Assessments and Safety statements when there has been a significant change or there is another reason to believe the risk assessment is no longer valid and, following the review, to amend as appropriate.
• Bring Safety Statements to the employee’s attention on commencement of employment and annually have the Safety Statement, or a relevant extract from it available in every workplace.
Employees • E.g. Not to be under the influence of an intoxicant to the extent that they endanger their own or other persons safety.
• To submit to tests for intoxicants, if reasonably required with the tests carried out by or under supervision of a registered medical practitioner who is a competent person.

HEALTH AND SAFETY
Other legislation for consideration In addition there are several laws that relate to specific risks to health at work, such as construction work, lead, asbestos, chemicals and noise, and some that relate to particular industries such as major chemical plants.

Please See Related Links and Articles on the left for further information.

Work Related Stress

By Mark Reddy 2007

Acknowledgement and Extracts from the WHO Website

All employers should carefully consider the systems that they have in place for assessing, preventing and otherwise managing work stress you must be aware of your organization’s systems and resources for managing stress.

Internal resources may include occupational health services, human resource management (personnel), training departments or other individuals with responsibility for staff well-being and health. Individual problems which are complex, difficult and not manageable internally are best dealt with by a counselling psychologist, clinical psychologist, counsellor, or an occupational physician who may consult with a general practitioner or other specialist functions as deemed necessary. Identification of any groups at risk within your organization is crucial and should accompany the examination of available organizational resources for managing work stress.

Good practice in implementing interventions to

Improve mental health at the workplace should:

·        include an early detection (early warning)

     System;

·        involve the participants in the whole project

          Management;

·        be integrated into management philosophy;

·        include different levels of interventions, i.e.

     the individual, the social environment and working

          conditions.

·        Confidential Occupational support services: Experienced and qualified Psychotherapists and Psychologists providing therapeutic intervention and support

The Medical implications of employee assistance programme’s written by G. G. Lloyd, Y. Doyle+ and C. Grange shows that studies of minor psychiatric disorders in working populations indicate a prevalence of between 270 and 370 per 1,000 employees. Most of these disorders are believed to arise as a result of excessive stress either in personal life or at work.  These conditions are an important determinant of sickness absence, and are the second most common cause of absences lasting more than 21 days. Work effectiveness and staff turnover are also affected and the economic cost to industry is enormous.

There are three models of service: internal, external and a combination of the two. The internal arrangement can use knowledge of the organization's dynamics to enable changes in working practices which will modify an employee's psychological problems. In one organization, 25% of all referrals to the EAP were made by managers. However, such models are frequently perceived to lack independence and confidentiality which are important elements of a successful service. “Therefore it is vital to assure employees that the internal service is confidential with the power to inform and support change” Reddy. M. (2005)

Work-related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope.

Stress occurs in a wide range of work circumstances but is often made worse when employees feel they have little support from supervisors and colleagues and where they have little control over work or how they can cope with its demands and pressures.

A healthy job is likely to be one where the pressures on employees are

appropriate in relation to their abilities and resources, to the amount of

control they have over their work, and to the support they receive from

people who matter to them. As health is not merely the absence of disease

or infirmity but a positive state of complete physical, mental and social

well-being (WHO, 1986), a healthy working environment is one in which

there is not only an absence of harmful conditions but an abundance of

health promoting ones.

These may include continuous assessment of risks to health, the

provision of appropriate information and training on health issues and

the availability of health promoting organizational support practices

and structures. A healthy work environment is one in which staff have

made health and health promotion a priority and part of their working

lives. Having an effective Occupational Support service ensures this provision is supplied on the ground to all that need it.

The way we design jobs and working systems, and the way we manage them, can cause work stress. Excessive and otherwise unmanageable demands and pressures can be caused by poor work design, poor management and unsatisfactory working conditions. Similarly, these things can result in workers not receiving sufficient support from others or not having enough control over their work and its pressures.

Research findings show that the most stressful type of work is that which

values excessive demands and pressures that are not matched to workers’ knowledge and abilities, where there is little opportunity to exercise any

choice or control, and where there is little support from others.

The more the demands and pressures of work are matched to the knowledge

and abilities of workers, the less likely they are to experience work stress. The more support workers receive from others at work, or in relation to

work, the less likely they are to experience work stress.

Statistics Taken from the UK Health and Safety Executive

• The 2006/07 survey of Self-reported Work-related Illness (SWI06/07) prevalence estimate indicated that around 420 000 individuals in Britain believed in 2006/07 that they were experiencing work-related stress at a level that was making them ill.
• The 2007 Psychosocial Working Conditions (PWC) survey indicated that around 13.6% of all working individuals thought their job was very or extremely stressful.
• The annual incidence of work-related mental health problems in Britain in 2006, as estimated from the surveillance schemes OPRA and SOSMI, was approximately 5,900 new cases per year. However, this almost certainly underestimates the true incidence of these conditions in the British workforce. The most recent survey of self-reported work-related illness (SWI06/07) indicates that an estimated 245 000 people first became aware of work-related stress, depression or anxiety in the previous 12 months.
• Estimates from SWI06/07 indicate that self-reported work-related stress, depression or anxiety account for an estimated 13.8 million reported lost working days per year in Britain.
• Survey data suggest the incidence rate of self-reported work-related stress, depression or anxiety in 2006/07 is of a similar order to that in 2001/02. There had been a fall between 2004/05 and 2005/06, but this was followed by a rise back to the previous level in 2006/07. Both changes were statistically significant. THOR surveillance data shows a mixed picture with a falling trend in psychiatrist reports of work-related mental health between 1999 and 2006 but with occupational physician reports rising between 1999 and 2001 and then remaining steady. The ONS omnibus survey shows an overall downward trend in the proportion of people saying their job was very or extremely stressful between 2004 and 2006, leveling off in 2007.

• Occupation and industry groups containing teachers and nurses, along with professional and managerial groups particularly those in the public sector have high prevalence rates of work-related stress in the SWI and SHAW surveys. The THOR datasets SOSMI and OPRA also report high incident rates of work-related mental illness for these occupational groups, along with medical practitioners and those in public sector security based occupations such as police officers, prison officers, and UK armed forces personnel.

Mental health legislation - a necessary requirement

General principles for mental health legislation to protect the rights of the mentally ill include:

Respect for individuals and their social, cultural, ethnic, religious and philosophical values. Individuals' needs taken fully into account. Individual's need for health and social care must be assessed thoroughly. In particular, it is important to ensure that the views of an individual (and his or her carers) are considered. For this to happen there must be close liaison between health, housing and social care services.

Care and treatment provided in the least restrictive environment. In order to uphold this principle, legislation should be framed so that involuntary (formal) hospital admission is a last resort. This can be achieved through: clearly defined grounds for detention; procedural safeguards when the power to detain is used; an obligation to discharge when grounds for detention are no longer met; an independent review of the decision to detain.

Provision of care and treatment aimed at promoting each individual's self- determination and personal responsibility. It is vital that individuals are given the opportunity to exercise choice and make decisions about their own care and treatment. Legislation should aim to ensure that: treatment can be imposed only in strictly limited and clearly defined circumstances and must be the least restrictive alternative; where individuals are unable to make decisions for themselves, steps are taken to find out their wishes and feelings; clear information on treatment and detention is readily available; appropriate provisions for confidentiality are in force.

Provision of care and treatment aimed at achieving the individual's own highest attainable level of health and well-being. In addition, to issues of quality and continuity of care, this principle addresses the question of a "right" to treatment. It can also cover more general issues such as the requirement that the individual should be cared for properly in a safe environment and subject only to restrictions for reasons of his or her health or safety, or the safety of others. In this regard: there should be no restrictions on an individual's contact with friends and family, except in rare and clearly defined circumstances; stringent safeguards from abuse, exploitation and neglect should be in place.

Emotional Exhaustion and Job Performance

This is an Article sent to me by a student of Psychology. It is a long but fantastic piece that should be read, I have added the link at the end for those wishing to read the full article.

Emotional Exhaustion and Job Performance : The Mediating Role of Motivation

Written By: Jonathon R. B. Halbesleben Department of Health Management and Informatics, University of Missouri—Columbia Wm. Matthew Bowler Spears School of Business, Oklahoma State University
Acknowledgement: Portions of this article were presented at the annual meeting of the Academy of Management, Seattle, Washington, August 2003.

We acknowledge the thoughtful comments of Mark Bolino, Stevan Hobfoll, and Jenn Becker.

Burnout is a psychological response to work-related stress that consists of emotional exhaustion, depersonalization, and reduced perceptions of personal accomplishment (Maslach, 1982; Maslach, Schaufeli, & Leiter, 2001). Unfortunately, burnout has become organizational reality for many employees. Maslach and Leiter (1997) argued that burnout had reached epidemic proportions in North America. What started as a “buzzword” in the popular press in the late 1970s has grown into an important research endeavor; burnout is now the subject of thousands of research articles and dozens of books (Halbesleben & Buckley, 2004b). Nonetheless, despite suggestions that burnout has significant impact on people, their performance, the performance of organizations, and society on the whole (Maslach et al., 2001; Minnehan & Paine, 1982; Paine, 1982; Schaufeli, 2003), more research is needed to understand the relationship between burnout and its consequences.

The purpose of this article is to investigate the relationship between the emotional exhaustion component of burnout and job performance. Although some research exists that has explored this relationship, researchers have not adequately positioned the effects on performance within a theory of burnout and have not addressed how theories of performance influence the burnout-performance relationship. Specifically, researchers have not adequately addressed the influence of motivation. Mitchell (1997) defined motivation as “those psychological processes involved with the arousal, direction, intensity, and persistence of voluntary actions that are goal directed” (p. 60), suggesting that key to motivation is determining the goals that individuals work toward (Barrick, Stewart, & Piotrowski, 2002).

Motivation is commonly considered a direct antecedent to performance but can also be linked to theories of burnout in terms of resources invested in work. In this article, we specifically address the issue of how motivation is the mediating link in the emotional exhaustion-performance process. We discuss the existing literature addressing the relationship between emotional exhaustion and performance and then discuss how consideration of performance models influences that theoretical relationship. We present the findings of a two-sample study designed to examine the emotional exhaustion-job performance relationship with motivation as a mediator. The use of two samples allowed for a constructive replication of the model presented as well as increasing generalizability in terms of occupation of the participants (Tsang & Kwan, 1999). We conclude by discussing the implications of our findings for organizations and future research that considers the link between burnout and job performance.

Emotional Exhaustion
In this study, we focus on the emotional exhaustion component of burnout. This approach is justified, in large part, because of two issues. First, although Maslach's (1982, 1993) original three-component conceptualization of burnout has dominated the burnout research (particularly as it relates to measurement of burnout), a number of researchers have called into question the three-component conceptualization of burnout (e.g., Moore, 2000; Shirom, 2003) and other conceptualizations have been proposed for the processes underlying burnout (cf. Demerouti, Bakker, Nachreiner, & Schaufeli, 2001; Pines, Aronson, & Kafry, 1981; Shirom, 1989).

The alternative conceptualizations of burnout differ in a variety of ways; however, all of them include emotional exhaustion as a primary component of burnout, suggesting that it is indeed central to the experience of burnout. Second, it is common in the burnout literature to find inconsistent relationships between components of burnout and antecedent or consequent processes; emotional exhaustion appears to be the most consistent in its relationships with outside variables, such as commitment and job satisfaction (Cordes & Dougherty, 1993; Demerouti et al., 2001; Green, Walkey, & Taylor, 1991; R. T. Lee & Ashforth, 1996).

There has been some attention given to the various outcomes of burnout, including physiological consequences (cf. Shirom, Westman, Shamai, & Carel, 1997), turnover, and turnover intentions (Cherniss, 1992; Freudenberger, 1975; R. T. Lee & Ashforth, 1993, 1996; Maslach, 1976, 1978). Despite this effort, there still remain many questions regarding the outcomes, particularly those that are work related, of burnout (Maslach, 2001). Much of the theoretical work on burnout (e.g., Cordes & Dougherty, 1993) treats burnout as the end state, without considering what other consequences burnout may influence. This is problematic, as burnout is perhaps best considered as a mediator that leads to other important work-related consequences (Maslach & Leiter, 1999), among which is job performance.Job Performance

One of the most commonly cited negative consequences of burnout is a reduction in job performance (Maslach, 1982; Halbesleben & Buckley, 2004b). However, as noted by Wright and Bonett (1997), there has been a need for more empirical work conducted to investigate the relationship between burnout and job performance. In response, they conducted a longitudinal study that found a negative relationship between emotional exhaustion and job performance (see also Leiter, Harvey, & Frizzell, 1998; Vahey, Aiken, Sloane, Clarke, & Vargas, 2004; Wright & Cropanzano, 1998). Conversely, other studies have typically found very low amounts of shared variance between burnout dimensions and job performance (Bakker, Demerouti, & Verbeke, 2004; Schaufeli & Enzmann, 1998) and inconsistencies in findings when only considering emotional exhaustion and performance, particularly when considering multiple sources of performance information (Keijsers, Schaufeli, Le Blanc, Zwerts, & Miranda, 1995; Lazaro, Shinn, & Robinson, 1985; Randall & Scott, 1988).

A limitation of the previous thinking about the relationship between emotional exhaustion and job performance is that it has failed to adequately consider models of performance and burnout in explaining the effects of burnout on performance. When one considers theories of performance, it becomes clear that emotional exhaustion is unlikely to have a direct effect on job performance and instead should be mediated by a more direct antecedent of performance (Bakker et al., 2004; Jex, 1998; Sullivan & Bhagat, 1992). We propose that, because of its links to both performance and burnout theories, motivation is a potential mediator to the emotional exhaustion-job performance relationship.
Despite the theoretical mediating effect of motivation, there has been very little research investigating how motivation and emotional exhaustion are related. There is a paucity of research that has examined the effects burnout has on more direct perceptual-motivational processes. In particular, there is a need to better understand the choices employees make in directing their motivational resources; such an understanding will address gaps in understanding of the relationship between emotional exhaustion and job performance.Emotional Exhaustion, Performance, and the Conservation of Resources Model

The relationship among emotional exhaustion, motivation, and job performance can be explained in terms of the conservation of resources (COR) model of stress and burnout (Hobfoll, 1988, 1989, 1998; Hobfoll & Freedy, 1993). The model suggests three ways in which individuals experience stress: (a) loss of resources, (b) threat to current resources, and (c) inadequate return on investments made to maximize resources (e.g., an employee who takes extra courses in management to increase the likelihood of promotion but is passed over in the promotion). In recent years, the COR model has become an important model in understanding the burnout process (e.g., Brotheridge & Lee, 2002; Halbesleben & Buckley, 2004a).

One of the strengths of the COR model is its ability to explain the processes leading up to burnout, through the three processes noted above, and also the ability to explain the consequences of burnout. It is for this reason that we build on the COR as the theoretical framework for this study. Specifically, as emotional exhaustion represents a significant depletion of resources (Hobfoll, 2001), the COR model suggests that burned out employees will carefully select the manner in which they use their remaining resources (Siegall & McDonald, 2004).

Motivation as a Resource
Key to our link between emotional exhaustion and performance through the COR model is the notion that motivation represents the investment of resources. Hobfoll (1989) defined resources as “those objects, personal characteristics, conditions, or energies that are valued by the individual” (p. 516). In Hobfoll's (1989) theory, motivation serves as an energy resource; in fact, Hobfoll (1998) specifically listed time for work and motivation to get things done as part of a list of COR resources. Moreover, he noted, energy “resources are typified not by their intrinsic values so much as their value in aiding the acquisition of other kinds of resources” (Hobfoll, 1989, p. 517). As such, motivation is invested in the job to obtain other valued resources (e.g., good performance, continued employment).

Tying the notion of motivation as a resource to the relationship between emotional exhaustion and job performance requires further investigation of Hobfoll's (1998, 2001) notion of investment in resources. As a result of resource loss or threat of loss, employees tend to take steps to protect their resources. In effect, employees distance themselves from the situation that is causing the emotional exhaustion to begin with (Cherniss, 1980; Freedy, Shaw, Jarrell, & Masters, 1992; Siegall & McDonald, 2004). Moreover, employees protect their resources by coming up with better strategies for resource investment, such that they attempt to maximize the returns associated with investment of their resources (particularly their energy resources; M. M. Baltes & Baltes, 1990; P. B. Baltes, 1997; Hobfoll, 2001). One way in which employees might seek to protect resources is to put less effort into their work (lower motivation), resulting in lower job performance (Wright & Cropanzano, 1998).
However, as we have noted, employees who are experiencing emotional exhaustion will be selective in the manner in which they invest resources. This suggests that they will carefully select the type of motivational resources they will engage to satisfy performance goals at work. Throughout the motivation literature, various goals have been proposed, with three primary goals emerging: achievement striving, status striving, and communion striving (Barrick et al., 2002; Hogan & Shelton, 1998; McClelland, Atkinson, Clark, & Lowell, 1953). Achievement striving is defined as an individual's motivation to achieve tasks, independent of other people. Status striving is defined as an individual's motivation to obtain power within the organizational hierarchy. Finally, communion striving is defined as energy directed at “obtaining acceptance in personal relationship and getting along with others” (Barrick et al., 2002, p. 44).

From these ideas, Barrick et al. (2002) designed a measure of motivation that assesses the arousal, attention-direction, and intensity-persistence of each of the three cognitive emotional motives, consistent with the definition of motivation provided by Mitchell (1997). They also presented empirical support for the three-factor conceptualization of motivation and its relationship to performance in their study of telemarketing sales representatives. Specifically, they found that achievement, status, and communion striving served as mediators between sales representative personality traits and job performance (based on supervisor ratings of performance). In the present study, we argue that the three types of motivation mediate the relationship between emotional exhaustion and job performance. Moreover, as they serve as different forms of motivational resources, we argue that the manner in which employees invest in the different types of motivation, and their subsequent relationships to types of job performance, are associated with the experience of emotional exhaustion.

The full article can be found on the following link: http://web.ebscohost.com/ehost/detail?vid=6&hid=116&sid=698b07e7-4ecd-4fa6-baed-a4a154ccb9c0%40sessionmgr102

Work/Burnout Questionnaires

Work Stressor Questionnaire

Work Stressors can be identified in almost all aspects of one's job. Before taking action to eliminate or reduce these stressors, pinpoint their sources. Isolate these factors so corrective action can begin.

If the following burnout questionniare does not suit follow this link.
http://www.mindtools.com/stress/Brn/BurnoutSelfTest.htm

Instructions:

Think about how often you encounter the following situations.
Circle the appropriate frequency.

A. Disagreement & Indecision
Unsure of co-workers expectations
Unfriendly attitude in co-workers.
Job responsibilities go against your better judgement.
Can't satisfy conflicting demands from superiors.
Trouble refusing overtime

B. Pressure on the Job
Overloaded at work, unable to complete tasks during an average day.
Too much supervision.
Job requirements are taking their toll on your private life.
Rushed to complete work or short on time.
Too much red tape.

C. Job Description Conflict
Uncertainty about your exact job responsibilities.
Too much teamwork.
Poor flow of information to you in order to carry out your job.
Not enough authority for you to properly do your job.
Discomfort in handling unethical assignments.

D. Communications & Comfort with Supervisor
Ideas differ from those of your supervisor.
Trouble talking to boss.
Unable to predict supervisors reactions.
Boss gives little feedback about your work.
Boss is overly critical of your work.

E. Job Related Health Concerns Work conditions are unhealthy.
Physical danger exists at work place
Heavy physical tasks to complete.
Hostile threats from co-workers.
Sick days are discouraged.

F. Work Overload Stress Can't consult with others on projects.
Co-workers are inefficient.
Often take work home to complete.
Responsible for too many people/projects.
Shortage of help at work.

G. Work Underload Stress Too little responsibility at work.
Overqualified for your job.
Little chance for growth exists.
Trying to "look" busy on job.
Feeling unstimulated.

H. Boredom Induced Stress Repetitive or highly specialized routine.
Not learning anything new.
Can't see final outcome of your efforts.
Job is too easy.
Daydreaming frequently.

I. Problem of Job Security Fear of being laid-off or fired.
Worry about poor pension.
Concerned about low wages.
Need "pull" to get ahead.
Could be fired without cause.

J. Time Pressure Constant reminders that "time is money".
Starting and ending times are rigid.
Monotonous pace of work.
Not enough break or meal time.
Work pace is too fast.

K. Job Barrier Stress
Hope for advancement or raise is limited.
Sex/age discrimination exists at job.
Not suited to job.
Work has no personal meaning.
Work goes unrecognized.

Scoring Instructions
1. Never
2. Rarely
3. Occasionally
4. Usually
5. Constantly

For each section, add the numbers associated with your answers and record them in the list below. Put a star (*) next to the highest scoring category.

A. Disagreement & Indecision. Answer.

B. Pressure on the Job. Answer.

C. Job Description Conflict. Answer.

D. Communication & Comfort with Supervisor. Answer

E. Job-Related Health Concerns. Answer.

F. Work Overload Stress. Answer.

G. Work Underload Stress. Answer.

H. Boredom Induced Stress. Answer.

I. Problem of Job Security. Answer.

J. Time Pressure. Answer.

K. Job Barrier Stress. Answer.

TOTAL SCORE (add scores A to K)

Within each area scores will range from 5 to 25. Scores of 14 or above suggest problem areas.

Overall scores will fall within the 55 to 275 range. Scores of 135 or above would suggest an unusual amount of work related stress. Use the Ten Tips for Preventing Burnout below to combat the effects of work related stress.

http://www.mindtools.com/stress/Brn/BurnoutSelfTest.htm

Preventing Burnout

People`s work life can range from exhilarating to exhausting. There are periods when work can become overwhelming and prevent a normal life. When this happens we call it burnout. Burnout is described as a condition of feeling depleted, exhausted or just worn out while striving to reach some goal. It is the fatigue and frustration that is felt when stress management is neglected or work loads are excessive. Complete this self inventory to determine burnout factors in your work life.Instructions:

Think back over the past six months of your life. Have things changed? Do you feel different? Think about your job - your family - your social activities. Ask yourself the questions listed below, then indicate the appropriate response. Add up your score.

Do you tire more easily?

Have people been saying, "You don`t look so good lately" ?

Are you working harder and accomplishing less?

Are you becoming more cynical?

Do you often feel a sadness you can`t explain?

Are you forgetful? (Appointments, deadlines, dates.)

Are you more irritable, short-tempered and disappointed in other people?

Do you see close friends and family members less than you`d like?

Are you too busy to do even routine things?

Are you suffering from physical complaints? (Aches, pains, headaches, a lingering cold?)

Is it hard to find joy in life?

Are you unable to laugh at yourself?

Does sex seem like more trouble than it is worth?

Do you have little to say to people?

Scoring Instructions
1. No change
2. Some small changes
3. Varies from day to day
4.More changes than I like
5. A great deal of change

The Burnout Scale
0-25 . You`re doing fine
26-35 . You`re okay, but should be cautious
36-50 . You`re a candidate for burnout
51-65 . You`re burning out
over 65. You`re in a dangerous state that`s a threat to your physical and mental well-being.

© copyright 2001 American Institute for Preventive Medicine Systematic Stress Management