Secondary Prevention

When implementing secondary prevention method, the organization moderates the stress response. Some ways the organization may apply these strategies include:

1. Aerobic exercise and weight training as well as other physical fitness techniques and/or sports opportunities help monitor the body's adverse reactions to stress.

2. Providing access to relaxation training can contribute to reducing workplace stress. When the individual participates in exercises like deep breathing and engages in mental imagery; focusing on a relaxing environment, this helps enhance his moods and permit him to more clearly focus.

3. Encouraging employees to participate in social support groups helps develop an emotional buffer and presents fresh perspectives on how to better confront stressful workplace situation

4. Injecting humor and fun into the workplace can produce laughter, a confirmed stress reducer in and outside of the workplace (Raitano and Kleiner).

Tertiary Prevention

At the tertiary stage in the workplace stress scenario, primary and secondary methods have not proved effective as they have likely been neglected and/or badly applied. In this unstable realm, the employees may not longer be able to function effectively. To help the adversely affected employee recover, the organization may need to refer him to a crisis intervention program. As intervention programs not only require time and cost money, but also do not guarantee the employee will return to full productivity, effectively diagnosing and utilizing primary and secondary methods prove critical for the organization.

In an interview hosted by Gallup Management Journal, "A Positive Approach to Workplace Stress; This world-renowned researcher explores anxiety at work and how support systems can alleviate it," Shelley E. Taylor, Professor of Psychology at UCLA, asserts the following:

Socio-emotional resources include positive illusions: a sense of hope and optimism, both personal and general; a belief in personal control, that you have some degree of control over the things that go on around you; and self-esteem, the feeling that you are a person of worth who is able to do good things. People who are able to develop or maintain these socio-emotional resources cope much better.

These resources not only reduce anxiety and depression, which are two common side effects of stress, but they reduce biological stress responses too. And that offsets or prevents wear and tear on biological regulatory systems. People stay healthier longer. Nurturant environments in childhood and adulthood help promote these beliefs and guard against the ravages of stress. And to some degree, a current supportive environment can offset factors early in life that may have an adverse effect. (Work-Related Stress Emerging… ¶ 7-8)

Conclusion

When the leaders lapse in their attempts to counter stress, they, the organization and the employees risk reducing their productivity,...

When leaders and employees remember they do not have to manage workplace stress alone; that this responsibility belongs to each person in the organization, they can begin to create and nurture a workplace environment that makes coming to work a positive experience.
Effectively managing workplace stress not only requires that leaders in the organization continually monitor, diagnose, and try to prevent and counter stressors, it also mandate that employees actively initiate and personally participate in addressing and correcting workplace stress. Getting rid of ongoing stresses; even lower-level workplace stress, may or - actually can help a person improve his health and avoid or decrease problems like high cholesterol and/or elevated blood pressure. In addition, instead of having to invest funds to consider ways to defend against employees' legal actions that arise from adverse health issues related to workplace stress, more organizations may begin to alleviate workplace stress as they and their employees maximize their health and productivity.

WORKS CITED

Noblet, Andrew and Anthony D. Lamontagne. "The role of workplace health promotion in addressing job stress." Health Promot. Int. 2006 21: 346-353. Oxford Journals. 9 Aug.

2010 .

"A Positive approach to workplace stress; This world-renowned researcher explores anxiety at work and how support systems can alleviate it.(Shelley E. Taylor)(Interview)." Gallup

Management Journal. Gallup Organization. 2007. HighBeam Research. 9 Aug. 2010

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Raitano, Robert and Brian Kleiner. "Easing Stress in the Workplace." Nonprofit World. Society for Nonprofit Organizations. 2007. HighBeam Research. 9 Aug. 2010

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Schramm, Jennifer. "Stress as a workplace health risk.(Future Focus)." HRMagazine. Society for Human Resource Management. 2009. HighBeam Research. 9 Aug. 2010

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"Workplace stress is on the increase worldwide; the current economic climate is one of the major causes of tension." The Star (South Africa). Independent News & Media PLC.

2010. HighBeam Research. 9 Aug. 2010 .

"Workplace Stress Soars across the Globe." PRWeb Newswire. Vocus PRW Holdings LLC.

2009. HighBeam Research. 9 Aug. 2010 .

"Work-Related Stress Emerging as Major Global Occupational Health Hazard; Stress Creating

Workplace Hazard as Damaging as Chemical, Biological Hazards." U.S. Newswire. U.S.

Newswire. 2005. HighBeam Research. 9 Aug. 2010 .

Chart1

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0.26

0.21

0.15

Percentage

Sheet1

Percentage

Current Economic Climate 38%

Cash Flow Pressure 26%

Competitor Activities 21%

Heavy Workload 15%

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