 Stressors
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Know your enemies: Stressors at Work
Excessive competition ...
Life is better at the top, that's why we all want to be Number 1, however, there's only one corner office.
Research with a variety of animals as well as human subjects has shown that the top of the hierarchy is much more comfortable. Biological indicators of stress from immune functioning to general health as well as, one's subjective sense of happiness have been shown in many research studies to be associated with being Number One. In business, higher positions not only bring decreased financial worry, but also the respect and the authority to pursue one's agenda. Pursuing one's agenda can also mean acquiring resources such as, club memberships and company-paid massages that buffer against the remaining stress.
What's the problem? Well, there are many.
Getting to the top is hard, there is tremendous competition. In addition, often the competition is unfair or unclear - favorite allies of those in power often promote to keep their own authority and position. Hard work, competence and dedication are frequently ignored in the process.
Even if the competition is fair and clear, it still demands energy and investment. Lost weekends, lunch meetings and long days become part of the never-ending grind.
In addition, the climb to the top also has to be subtle - people advance in organizations through cooperation and team-building. Those that barge and push often get labeled as lacking the soft skills required of senior executive positions. As a result, to make it - you have to try really hard but appear not to.
No wonder there's only four corner offices and some office towers seem to be round.
Perceived Inequality - too little for a good thing...
What you give the organization in terms of effort, time and commitment doesn't match what you receive in compensation, security, or most importantly, acknowledgement.
Humans are creatures of justice. In the world of work, justice often boils down to a self-versus-other comparison of what we give to the organization in relationship to what we get back.
What's "giving" when you're a grey flannel suit in an organization? Giving is time you spend at work or how hard you work when you're there. In general, "giving" refers to how much you commit to your job and your company.
"Receiving" not only refers to pay and options, but also recognition. How much your contributions are acknowledged and rewarded - especially in ways that you find meaningful.
What we all seem to do is to subjectively develop a ratio of giving versus receiving and then compare our ratio with others. Stress is the perceived inequality of that ratio. Thus, seeing a top executive pull-down 100 grand more than you might not be stress if you're not working until 10 pm every night and every second weekend like her.
However, seeing your lazy boss, who in addition to playing political games, steals your ideas get promoted would be stressful.
Work Overload - too much in so little...
There's simply too much to do, or the things I'm required to do are beyond my current competence.
Job Insecurity - too many for too few...
As a result of mergers, downsizing or just uncertain market conditions, my job situation is iffy.
Responsibility without authority - To much with too little...
I'm held accountable for things that I can't control.
Role Ambiguity - too little guidance
I'm not really sure what my priorities are, or they seem to change all the time.
Routinized Work - repetition ad nauseam...
I'm doing the same thing, day-in and day-out, I'm not growing!
Boundary Spanning Activities -
Things are great when I'm dealing with my people, but when I have to deal with customers, suppliers or other departments, then there's a problem. My goals always seem to conflict with those of others.
Lack of independence -
I can't seem to do anything without the immediate approval of my boss, it's hard for me to feel involved when everything is checked and re-checked.
Finally, a lot of it comes down to... "it's the people!"
Guess what, all those things I've just listed are stressful, but when Schwartz and Stone assessed over 100 typical office workers what got them the most were "negative interactions with co-workers and supervisors". A successful return to work often involves learning how to deal with problem co-workers or bosses.
