Managing Employee Stress: A Critical Review (Coursework Sample)

Student Name Instructor Name Class Name 01 November 2024 Managing Employee Stress: A Critical Review Stress remains an issue for many businesses within today’s working environment. Work-related illnesses lead to expenses for companies through lost hours and lowered productivity. Moreover, higher stress also correlates with decreased job satisfaction, lower service quality, and increased employee turnover. Thus, this essay critically reviews theories and studies concerning methods for stress management and reducing levels to prevent organizational harm. One key focus in literature is the influence of managers on stress. According to Donaldson-Feilder et al., line supervisors play an ideal role in addressing employees’ psychological wants and managing workplace stress. This suggests line managers need skills in stress management to maintain employee morale. Research also indicates senior managers should empower line managers, granting support and authority to proactively aid employees through delegation and planning (Moyle 48). Given that many line managers are stressed themselves (Crawford 3), managing stress requires engagement at all management levels to prevent cascading stress issues. Beyond direct management, leadership approaches can also minimize workplace stress. Huczynski and Buchanan discuss how traditional supervisory theories can lead to autocratic tendencies (2024). Research by Castledine links this with stress and burnout among employees. Thus, managers face a paradox. Although some stress is necessary to motivate work, excessive stress can become detrimental. Therefore, transformational and participative leadership can inspire employees, offering support and preventing long-term stress buildup (Northouse). Another significant element is dealing with the demands of the workplace while attending to personal issues. Trends like flexible markets might lead to longer working hours as executives seek profitability. Robbins et al. highlight the varying expectations regarding work-life balance that employees place on their employers (2024). Employee stress rises when work-life balance is jeopardized, suggesting balance preservation is critical for stress reduction (Sturges and Guest 5). Furthermore, stress management aligns with the psychological contract, wherein employees and organizations build mutual expectations. Research shows that upholding this contract enhances motivation and minimizes stress (Watson 2001). Thus, neglected psychological contracts lead to the stressing of employees, emphasizing managers' need to honor implied agreements (Houston, Meyer, and Paewai 17). Managers’ comprehension of stress as an emotional concern depends on their emotional intelligence (EQ) which is a vital skill. Goleman et al. argue EQ’s importance for modern leaders, while Hughes et al. propose it aids in addressing employee stress empathetically (2005). However, controversy surrounds EQ’s role. Sadri notes EQ aligns with leadership practices, yet Antonakis et al. question its empirical validity (2019). Consequently, while EQ skills help, effective stress management depends on situational response rather than reliance on a single competency. In conclusion, literature underscores multiple stress management strategies. Key approaches include empowering line managers to address stress, maintaining work-life balance, upholding psychological contracts, and cultivating emotional intelligence. However, empirical support for EQ is limited, suggesting adaptive responses may be more effective for managing organizational stress. Works Cited Abendroth, A., Lippe, T., and Maas, I. "Social Support and the Work Hours of Employed Mothers in Europe." Social Science Research, vol. 41, no. 3, 2021, pp. 581-597. Antonakis, J., Ashkanasy, N., and Dasborough, M. "Does Leadership Need Emotional Intelligence?" The Leadership Quarterly, vol. 20, 2019, pp. 247-261. Castledine, G. "Role of Hospital Nursing in Promoting Patient Recovery." British Journal of Nursing, vol. 13, no. 7, 2020, pp. 353. Crawford, R. "Line Managers Too Stressed to Help Staff." Employee Benefits, 22...