stress management in the workplace essay

How to Manage Stress at Work Essay

Introduction.

Stress is among the major costly and significant cause of health troubles and mental agony. Stress at work place is considered the major primary stressor. Work stress is thought to affect individuals psychological and physical health as well as the organizations effectiveness in adverse manner. Work stress is one of the ailments that are acknowledged worldwide to be affecting the healthiness of the organization and the health or workers.

Workers who are stressed out will probable have a low motivation towards their work. In addition, stress can be detrimental to such member of staff as it possesses potential danger to their safety at work and in generally their efficiency is extremely low.

Pressures at workplace and at home can cause stress. Sometimes it may be beyond employees mandate to protect the staff against the stress caused by external factors for instance domestic strife but they can protect them from the stress that arises from work (Mandler, 2008).

Stress has proved to be a major challenge in the realization of the organization objectives. It may have adverse effects on the organization and the workers. Effective and good management and an aspect of good organizational structure and culture play a vital role in stress prevention.

In case the staffs are already stressed, the management should be aware of the situation and possibly devise a mechanism of addressing the challenge. There is generally low or minimal stress when one is adorned with resources, time, and experience to manage the challenges in any given situation.

Stress can be viewed as a negative experience that deprives the organization of the productivity potential and it is an inevitable consequence of an occurrence. Stress depends on the peoples perceptions and attitudes towards a given situation and this determines how they will cope with the situation.

To be able to develop stress management strategy for any organization, it will be essential to understand the causes of the stress in any given organization (Davis, Eshelman, McKay & Fanning, 2006).

Causes of Stress and Solutions

There are many possible causes of stress in any work set-up. It is vital to recognize and identify the main causes of stress in any organization and be able to develop mechanism of coping up with the challenges that stress at work is likely to present.

Among the typical stress, inducers include the cases of excess workload which most of them do not have realistic deadlines to deliver, this is likely to make people rush, and this puts the employees under pressure. Most of the people are overwhelmed in these situations. On the contrary having insufficient workloads may also result in stress as the individuals feel underemployment and their skills are not being maximized.

In such scenarios, one feels the organizations may not appreciate the potential at their disposal. It would be important to define clearly the tasks to be done in any given timeframe and both the interested parties to be involved in the generation of the work plan that will guide the operations or the activities to be done at any given time.

Another possible cause of stress is when one lacks control of the work he or she is in charge. The lack of control of the activities at work may result in one being stressed since the individuals cannot plan or organize the work according to his or her wish. Poor working relationship and lack of interpersonal support is likely to affect ones performance in any organization.

Such scenarios make staff feel isolated and their general lack of coordination of the activities in the organization. In such cases, it is very important to define the line of command and the individual’s area of jurisdiction to minimize conflicts (Davis, Eshelman, McKay & Fanning, 2006).

The demands on individuals to do the job that they do not have experience on may also expose one to stress conditions. Having insufficient training in most of the tasks one is involved in is likely to frustrate one in carrying out their responsibilities at the organization. Here most individuals are not able to deliver and are at risk as a result of fear of not being able to deliver the expected outputs in a given task assigned to them.

It is important that the right people are employed for the right job. During hiring, it would be important for the supervisor of any individuals to go through the job descriptions and evaluation to be done to identify the training needs that the staff may need to be able to perform the given task effectively.

There are also challenges associated with promotion into a new position. Most people find it difficult to settle when given a new position especially when it comes to promotions.

The requirements for adapting to a new office contribute to such pressure. Such challenges come with the more demands that the position presents and the changes in the possible relationship and associations with colleagues. The organization should have clearly defined rules governing promotions and pay increment procedures that are transparent where every due recognition must be given t9o the deserving individual

There are concerns related to job security, most people feel under pressure to deliver in order to be guaranteed their job. Such scenarios lead to people working extra hours and sometimes out themselves under unnecessary pressure with an aim to impress. This can be said to be caused by lack of other career opportunities, which leads individuals to stick to the job they may not be comfortable with.

People also get stress as they strive to get pay rise or attain a certain level of pay level. Most of the jobs pay individuals based on the output and most of the jobs are such that the more you work the more the possible returns. It will be essential to cultivate the culture where individuals explore mechanisms of working smart rather than working hard. Working harder has shown to detrimental to people physical and health situation.

There are also cases of harassment and bullying that is reported in most organization. This usually happens in all levels of work. The causes for the bullying and harassment are believed to be varied from the racial factors, gender, age, and affiliation in the organization. Cases of sexual harassment have gone unattended because the victims fear the stigmatization that may result.

Such cases have been reported in most organization where men and women have been sexually exploited at the expense of their ethical believes and subscriptions and this has led to many suffering in silence (Muchinsky, 2009). It will be essential for the system to have in place an amicable mechanism that is able to address such cases without making the fuss on the victims.

Most of the racial cases will require the cultivation of the spirit of team work where all the players in organization feel being part of the organization. Such situations will require the top management team lead by example and have an open system where the members work together as a team and not like a gang where consultation is not allowed.

The system must also be open in such a way that appropriate consultation is carried out when any major decision is made that is likely to impact on the life of any staff in the organization to reduce the cases of uncertainty and rise of informal organization.

There are incidences of blame culture where no one wants to be accountable for the action or mistake. The existence of blame culture within any business set up arise when people in the organization are not willing to take responsibility for any action or mistake that has occurred in the organization.

This has resulted in rise in temperature especially when the mistake is likely to have serious effects on the organizations performance or image. It is essential that everybody be trained to take responsibility for his or her actions.

The organizations must clearly define the job profiles for all staff members. Furthermore, the chain of command must be developed and who is in charge of which department be clearly stipulated to reduce uncertainty when it comes to who takes responsibility or credit for any happenings in the department.

Existence of weak and ineffective management in any organization is likely to stress most of the good staff. Such scenarios mostly leave the staff with a sense of absence or lack of direction and this mostly frustrates their effort in pursuing their individuals and organizations goals.

The lack of direction has such far-reaching effect to the organizations performance. On the reverse, there are cases where there is over-management and here we see the employees feeling undervalued in the organization and this may affect their self-esteem. It is very essential for the management to be able to clearly define the lines of command and have an all-inclusive decision making structure in all levels of management.

The organization must have clear organs at the various levels of management. The set up should be in such that the decisions made at operational level are binding. The same should be the case with decisions made at the tactical management level and the strategic management level. The organizations should have an effective decision support system at all levels that are informed of the decisions being made.

All the staff would like to play their role in various levels, the ability of the organizations to delegate the decisions to various levels of management would cultivate the culture of collectiveness, and this would promote the inclusiveness of all the stakeholders in the running of the organization (Hackman, 2007).

In such cases the staff will be motivated and their contribution in various consultative meetings is likely top boost their value to the organizations and their self-esteem.

Another evident cause of stress is the existence of different levels of reporting and mostly with different goals and objectives. This can result in conflict, as each manager would like his or her work to be treated as urgent and important. This is likely to put a lot of pressure on the individuals and forced to treat every work on table as very urgent and important.

Operating in such a quadrant may result to individual breakdown and there are tendencies of poor performance. It will be essential for all the managers to be consulted when drafting the work plan of the staff to minimize the conflict of interest when carrying out the work when one is reporting to multiple managers. This is likely to be achieved when the time allocated for serving each manager is well documented as specified.

There must be a working mechanism put in place to addressing the possible conflicts that may arise in such circumstances. The staff must be advised on how to plan the work and be able to given promises on what he or she can realistically deliver.

Planning your work is likely to reduce the last minute rush to meet every deadline. Having ones, priority right is likely to productively, guide individual’s performance in such cases (Muchinsky, 2009).

The failure by the management to inform the employees of any impending changes is likely to result in stress. Decisions that are likely to have a long term effect on the future of the employees must be communicated clearly to the staff and there should be a reliable conflict address system in place to act as mediators in case such decisions are likely to affect the operations in the organizations (Hackman, 2007).

Determination of the stress causes and addressing the challenges is very important in the survival of any organization. The procedure will always take into account the job analysis of the staff, the psychological assessment of the employees and the management, the legal issues related with the personnel selection and hiring procedures.

All these must be factored when determining the effective program to address the already stressed staff or reduce the likelihood of the situation from deteriorating.

Davis M., Eshelman E., McKay M. & Fanning P. (2006). The Relaxation and stress reduction workbook. California, CA: New Harbinger Publication.

Hackman, R.J. (2007). Leading teams setting the stage for great performances. Massachusetts, MA: Harvard University Press.

Mandler, G. (2008). Thought, memory and learning: Effects of emotional stress . New York, NY: Free Press.

Muchinsky, P.M. (2009). Psychology applied to work. 9th Ed. Summerfield, NC: Hypergraphic Press.

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Workplace Stress Management: 11 Best Strategies & Worksheets

An American Psychological Association survey found that 31% of staff felt stressed out during their workday (cited in Tetrick & Winslow, 2015).

Help is available. Workplace stress management and wellness programs can help reduce the degree and impact of stress and restore an employee’s depleted psychological resources (Tetrick & Winslow, 2015).

This article explores what we mean by workplace stress management and introduces mechanisms and activities that can provide relief and help staff cope.

Before you continue, we thought you might like to download our three Stress & Burnout Prevention Exercises (PDF) for free . These science-based exercises will equip you and those you work with with tools to manage stress better and find a healthier balance in your life.

This Article Contains:

What is workplace stress management, how to prevent stress at work: 3 strategies, 2 helpful coping mechanisms for employees, stress relief at work: 3 worksheets to reduce stress, 3 activities & worksheets to cope with stress, how to craft prevention programs & workshops, assessing stress: 4 questionnaires & scales, best stress-relief tools from positivepsychology.com, a take-home message.

The relationship between the workplace and our psychological, cognitive, and physiological responses to stress is complex, impacted by “a broad set of occupational and work demands as well as environmental stressors” (Quick & Henderson, 2016, p. 2).

And yet, our stress response at work can typically be attributed to one of the following four workplace demands (Quick & Henderson, 2016):

• Task demands Job insecurity, workload, occupation, etc.
• Role demands Role conflict and ambiguity
• Physical demands Workplace, lighting, and temperature
• Interpersonal demands Staff density, leadership style, and personality conflicts

Workplace stress management (WSM) has been significantly influenced by the theory of preventive stress management, introduced in 1979, which proposes that it is not the stimuli that decide the degree of stress experienced by the individual, but the individual’s response to those stressors (Hargrove, Quick, Nelson, & Quick, 2011).

Over the years, many theoretical frameworks and organizational wellness programs that fall under the umbrella term of WSM have been proposed to understand occupational stress and employee wellbeing. WSM aims to understand specific stressors and take positive steps to reduce their effects (Tetrick & Winslow, 2015).

WSM interventions are typically divided into three types:

• Primary Proactive and involved in preventing stress and promoting employee wellbeing (including wellness programs, conflict management, etc.)
• Secondary Proactive and reactive, to help remove risk factors (including coping skills, employee fitness programs, job redesign)
• Tertiary Reactive, for employees who need help (including counseling, employee assistance programs, and Cognitive-Behavioral Therapy)

Stress interventions include (modified from Tetrick & Winslow, 2015):

• Cognitive-behavioral interventions Primary and secondary interventions. Changing cognitions and reinforcing active coping skills .
• Relaxation techniques Secondary and tertiary interventions. Physical and mental relaxation techniques to help cope with the consequences of stress.
• Multimodal programs Secondary interventions. Acquiring passive and active coping skills. They consist of a combination of approaches, including relaxation and cognitive-behavioral skills.
• Organization-focused interventions Mostly primary interventions, but some considered secondary. Organizational development and job redesign.
• Individual-level interventions Secondary or tertiary interventions, including relaxation, meditation, and cognitive-behavioral skills training.
• Organizational-level interventions Primary and secondary interventions, including changing working conditions and employee participation.
• Systems approach Primary and secondary, combining individual and organizational interventions.

Such interventions are often used in combination to prevent, reduce, and cope with stress.

While many of the following strategies appear simple, they require focus and commitment. Others foster a new mindset and change how we relate to work and occupational stress.

1. Controlling your stress

Our brains are constantly flooded with increasing demands and information, causing us stress and reducing our ability to focus and solve problems.

There are many steps we can take to avoid or reduce stress, including promoting positive emotions, taking physical care of our brain, and becoming more organized (modified from Hallowell, 2014).

• Ensure you get adequate sleep (don’t eat late at night and reduce caffeine and alcohol intake).
• Enjoy a balanced diet and stay hydrated.
• Exercise throughout the week and get time away from your desk, preferably in nature.
• Schedule regular catch-ups with people you value.
• Break large tasks into smaller ones.
• Maintain a tidy work environment.
• Schedule some ‘think time’ in your busy schedule.
• Allocate time for lunch and take it away from your desk.
• Recognize when you do your best work. Plan your most demanding tasks for those times.
• Walk around more, stand, or listen to music, depending on what works best for you.
• Set reminders for a ‘hard stop’ at the end of the workday.

2. When you feel overwhelmed

• Slow yourself down. When stressed, we often move into panic mode.
• Take time to perform a calming exercise.
• Move around. Walk outside or head to the break room/kitchen.
• Ask for help. Seek out people you trust.

3. Managing your energy

Demanding jobs, long hours, and increasing workloads can leave us feeling emotional, disengaged, stressed, and exhausted (Schwartz & McCarthy, 2014).

Creating a series of habits , practices, and rituals can promote your physical, emotional, mental, and spiritual energy (modified from Schwartz & McCarthy, 2014).

Physical energy

• Recognize times in the day when you feel tired or unable to concentrate. Step away from the desk, meet colleagues, or perform something interesting.
• Aim to focus for 90 to 120 minutes at a time, taking regular breaks.
• Eat smaller, lighter meals during the day to maintain energy.

Emotional energy

• Practice abdominal breathing to manage negative emotions , such as irritability, anxiety, and impatience.
• Express gratitude and appreciation for others while adopting self-compassion for yourself.
• Use a reverse lens to see a situation from the other person’s point of view. Use a long lens to consider how we might look at the issue in six months. Use a wide lens to consider the bigger picture.

Mental energy

• Switch off email and move phones away to perform high-concentration tasks.
• Schedule specific times in the day to answer and respond to emails.
• At the end of each day, make a list of key actions for tomorrow.

Spiritual energy

• Identify when you perform at your best. What strengths do you enjoy using, and how can you use them more often?
• On your commute home, or the last 20 minutes of your day when working remotely, relax. This may mean sitting mindfully or listening to music before returning to home life.
• Recognize your core values. Reflect on whether you are using and showing them to others around you. Find opportunities to be your authentic self.

We all have finite limits before reducing energy levels and increasing stress interrupt what we can achieve. Investing in healthy work habits can maintain productivity and performance throughout the day.

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These detailed, science-based exercises will equip you or your clients with tools to manage stress better and find a healthier balance in their life.

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How we experience and handle stress changes its cognitive, emotional, and behavioral impact (Crum & Crum, 2018). The following two coping mechanisms offer practical approaches for managing stress in the workplace and can be implemented with little training.

Mindfulness

Research has confirmed the success of mindfulness at reducing perceived stress and emotional exhaustion, and improving sleep quality and job satisfaction (Tetrick & Winslow, 2015).

While we may sometimes think of mindfulness as passive and accepting, it is often the first step toward growth and change. While incredibly valuable for handling life stresses, it is also powerful enough to enrich positive and happy times in our lives (Shapiro, 2020).

Mindfulness expert Shauna Shapiro (2020) considers three points essential to mindfulness:

• Intention – why we pay attention
• Attention – attending to the present
• Attitude – how we pay attention (compassion, kindness, etc.)

A review of the literature confirms that mindfulness is a powerful and cost-free approach to coping with stress (Shapiro, 2020).

Reframing stress

While we are familiar with the negative impacts of stress, we sometimes forget that achieving a stress-free life is unlikely and, perhaps, impossible (Crum & Crum, 2018).

We must recognize that some degree of stress is crucial to our personal and professional growth. Stress reminds us that something is important to us, that we care.

People who adopt a “stress is enhancing” mindset rather than a “stress is debilitating” mindset perform better and experience fewer negative health consequences (Crum & Crum, 2018).

But how do we see stress differently?

We can rethink stress using the following three steps (Crum & Crum, 2018; Crum, Salovey, & Achor, 2013):

• See it Rather than deny stress, you must recognize and name the stress you are facing.

“I am stressed about my job interview.” “I am stressed about finals.”

Acknowledging stress can help you move brain activity from being automatic and reactive to conscious and deliberate.

• Own it Recognize that what you are stressing about must be important to you. “Owning this realization unleashes positive motivation” (Crum & Crum, 2018, p. 73).
• Use it Stress is not designed to kill us, but to boost our mind and body, and prepare for the challenge ahead. By reframing your stress response as something positive, such as eustress , you can use your heightened energy and awareness to improve your performance.

Even with long-term, chronic stress at work, you can recognize opportunities for learning, growth, or the motivation to change yourself or your situation. While it may not always be possible, if you can find a way to embrace stress, it can become a “powerful tool for helping you overcome the inevitable challenges that can – and will – arise” (Crum & Crum, 2018, p. 75).

Identifying Your Stress Resources

Your resources (internal and external) provide a potentially limitless amount of support that will sustain you during challenging times and stressful situations (Niemiec, 2019).

The Identifying Your Stress Resources worksheet helps you recognize your resources and identify how they can support your strengths.

Stress Decision Framework

Decision-making takes time. The effect of weighing up pros and cons uses up precious resources and risks adding to an already stressful workload.

The Stress Decision Framework worksheet helps you put decision-making in context, aiming for a good enough , not perfect , decision (Armstrong, 2019).

Vicious Versus Virtuous Stress Thinking

Stress is a choice, yet it is often perpetuated by negative (vicious) cycles of thinking (Armstrong, 2019).

It doesn’t have to be this way.

Using a cognitive-behavioral approach, it is possible to reframe unhelpful beliefs and thinking, and adopt a virtuous cycle of thinking.

The Vicious Versus Virtuous Stress Thinking worksheet helps you compare unhelpful and helpful thinking regarding an event (Armstrong, 2019).

The cost of workplace stress – and how to reduce it – Rob Cooke

Coping with stress can often be about gaining control of what is – or, more importantly, what we perceive to be – within our control. The following activities and exercises can help.

One-Hour Stress Plan

When we feel overwhelmed, we get stressed, which can damage our focus and cloud our thinking. “Working within a limited time frame is important because the race against time keeps you focused” (Bregman, 2014, p. 157).

Use the One-Hour Stress Plan worksheet when stressed to plan and work through what you can in 60 minutes. At the end of the hour, you will have progressed and can repeat the exercise as many times as you like (modified from Bregman, 2014).

Stress as a Stimulus for Change

Sometimes stress is a good indication that something in your life needs to change.

The Stress as a Stimulus for Change worksheet can capture what you wish to change in your life and begin the transformation process .

Workplace Mindfulness

Mindfulness can be a powerful way to adopt a state of loving-kindness about yourself and others, and has significant benefits to how you handle stress (Shapiro, 2020; Tetrick & Winslow, 2015).

The Workplace Mindfulness worksheet can help decrease stress and improve workplace satisfaction through a series of simple questions asked when relaxed and present.

Instead, a multimodal approach should be considered when crafting prevention programs and workshops (Tetrick & Winslow, 2015).

Most likely, it will be necessary to put in place learning and education that are both proactive and reactive.

Proactive interventions

Focus on preventing stress (removing risk factors) and promoting positive actions for all employees.

Interventions are likely to include:

• Conflict management
• Employee wellness
• Job redesign and the organization of work
• Coping skills
• Employee fitness programs (for employees with known risk factors)

Reactive interventions

Focus on helping employees who need assistance.

• Cognitive-Behavioral Therapy
• Rehabilitation after illness or returning to work
• Employee assistance programs

A multimodal approach combines multiple intervention styles and techniques, and can be rolled out across the organization while focusing on the individual (Tetrick & Winslow, 2015).

The following questionnaires measure a respondent’s current degree of stress and assess their risk of experiencing future stress.

Perceived Stress Scale

The Perceived Stress Scale is one of the most widely used measures of the perception of stress (Cohen, 1994; Cohen & Williamson, 1988).

The 10 questions are answered with a rating between 0 (never) and 4 (very often).

For example:

In the last month, how often have you been upset because of something that happened unexpectedly?

In the last month, how often have you felt nervous and “stressed”?

Life Events and Difficulties Schedule (LEDS) and Stress and Adversity Inventory (STRAIN)

LEDS is a structured interview used to assess stressor exposure over a lifetime. It has since been turned into an online version known as STRAIN (Crosswell & Lockwood, 2020).

“Both measures provide a comprehensive assessment of stressor exposures across the lifespan” (Crosswell & Lockwood, 2020, p. 2) and can be valuable for research and therapy.

Stress Mastery Questionnaire (SMQ)

The American Institute of Stress offers the SMQ as an online self-assessment of stress risk.

The results, plus a 66-page Stress Mastery Guide and Workbook , provide a personalized stress risk profile that can help you lead a less stressed, more enjoyable life.

You’ll find a range of powerful stress-related interventions and assessment tools available throughout our site. Check out the following for some of our favorites:

• Radical Acceptance of a Distressing Situation This worksheet presents a sequence of eleven questions to help clients reflect on a current or past distressing situation and work toward radically accepting the reality of that event.
• Changing Physical Habits This worksheet helps clients reflect on their vulnerabilities and routines surrounding aspects of their physical health and consider steps to develop healthier habits.
• Coping With Stress This two-part exercise invites clients to list experienced physiological and emotional symptoms of stress and brainstorm strategies to reduce, cope with, or eliminate these sources of stress.
• Coping: Stressors and Resources This worksheet helps clients identify past, present, and future stressors and link them with coping resources they can use to overcome them.
• Squeeze and Release This group activity helps participants discover the energizing potential of positive stress, known as eustress , which can help improve motivation, performance, and emotional wellbeing.
• 13 Stress-Relief Books About the Science of Managing Anxiety This article provides an excellent selection of stress-relief books .
• 17 Stress & Burnout Prevention Exercises If you’re looking for more science-based ways to help others manage stress without spending hours on research and session prep, check out this collection of 17 validated stress-management tools for practitioners . Use them to help others identify signs of burnout and create more balance in their lives.

Our physical and mental wellbeing, work environment, and the demands of our job all impact our degree of stress. They also influence our performance and productivity in the workplace.

Reducing stressors and managing their impact by adopting effective coping mechanisms help us regain a sense of control (Quick & Henderson, 2016).

According to Angela Armstrong (2019), stress is a choice. Appropriate workplace stress management (personal and organizational) helps us identify ways to control what we can and learn how to see things differently when we cannot.

With the right mindset, seeing stress as enhancing, we can increase our motivation and see challenges as opportunities for growth rather than debilitating obstacles (Crum et al., 2013).

There are powerful tools to help. In recent years, mindfulness in particular has become increasingly popular for stress reduction, helping individuals to confront situations “in an accepting, nonjudgmental manner” (Tetrick & Winslow, 2015, p. 8).

Why not review some strategies, techniques, and tools in this article and identify what can help you, your employees, or your clients manage the impact of stress or turn it into something positive and life enhancing?

We hope you enjoyed reading this article. Don’t forget to download our three Stress & Burnout Prevention Exercises (PDF) for free .

• Armstrong, A. (2019). Resilience club: Daily success habits of long-term high performers . Rethink Press.
• Bregman, P. (2014). A practical plan when you feel overwhelmed. In HBR guide to managing stress at work (pp. 27–50). Harvard Business Review Press.
• Cohen, S. (1994). Perceived Stress Scale . Mind Garden. Retrieved September 1, 2021, from https://www.mindgarden.com/documents/PerceivedStressScale.pdf
• Cohen, S., & Williamson, G. (1988). Perceived stress in a probability sample of the United States . In S. Spacapan & S Oskamp (Eds.), The social psychology of health . Sage.
• Crosswell, A. D., & Lockwood, K. G. (2020). Best practices for stress measurement: How to measure psychological stress in health research. Health Psychology Open , 7 (2).
• Crum, A., & Crum, T. (2018). Stress can be a good thing if you know how to use it. In HBR’s 10 must reads: On mental toughness (pp. 71–75). Harvard Business Review Press.
• Crum, A. J., Salovey, P., & Achor, S. (2013). Rethinking stress: The role of mindsets in determining the stress response. Journal of Personality and Social Psychology , 104 (4), 716–733.
• Hallowell, E. M. (2014). Overloaded circuits. In HBR guide to managing stress at work (pp. 27–50). Harvard Business Review Press.
• Hargrove, M. B., Quick, J. C., Nelson, D. L., & Quick, J. D. (2011). The theory of preventive stress management: A 33-year review and evaluation. Stress and Health: Journal of the International Society for the Investigation of Stress , 27 (3), 182–193.
• Niemiec, R. (2019). Strength-based workbook for stress relief: A character strengths approach to finding calm in the chaos of daily life . New Harbinger.
• Quick, J., & Henderson, D. (2016). Occupational stress: Preventing suffering, enhancing wellbeing. International Journal of Environmental Research and Public Health , 13 (5), 459.
• Schwartz, T., & McCarthy, C. (2014). Manage your energy not your time.  Harvard Business Review Press.
• Shapiro, S. L. (2020). Rewire your mind: Discover the science + practice of mindfulness . Aster.
• Tetrick, L. E., & Winslow, C. J. (2015). Workplace stress management interventions and health promotion. Annual Review of Organizational Psychology and Organizational Behavior , 2 (1), 583–603.

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Article feedback

What our readers think.

I’m looking for an active stress avoidance / proactive approach to a stress-free work experience. This article appears to focus on alleviating the effects of stress rather than designing a work experience that removes it, and/or deals with those in positions of power in the workplace who rely on others for results and enforce this through control techniques, resulting in high employee stress, since the techniques are seldom nice, polite, sustainable or implemented with the employee’s long term well being in mind. I need workplace strategies that negate those manipulations and exploitations put in place by the hierarchy to simply get more work from employees, no matter what. Engagement surveys, annual reviews, and many workplace methodologies are in fact trojan horses. Please advise, many thanks Alvin Zest

Thanks for your comment; I completely understand where you’re coming from. Many of the dominant approaches to addressing strain, stress, and high work demands in organizations are largely reactive and center on ‘undoing’ the harm (i.e., stress) done to employees after it’s already done, rather than being proactive and creating conditions that prevent the harm in the first place. However, more research is coming out that’s looking at these proactive strategies.

Research is a long way from identifying a complete solution, but I would encourage you to look into the research and efforts by a researcher named Sharon Parker and her colleagues at the Center for Transformative Work Design. Some of the videos on this page might begin pointing you in the right direction and highlight the path research has taken so far.

I hope this helps.

– Nicole | Community Manager

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9 Ways to Cope With Work Stress and Avoid Burnout

Elizabeth Scott, PhD is an author, workshop leader, educator, and award-winning blogger on stress management, positive psychology, relationships, and emotional wellbeing.

Rachel Goldman, PhD FTOS, is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in eating behaviors, stress management, and health behavior change.

 Getty Images

Create a Pre-Work Ritual

• Understand Expectations
• Avoid Conflict

Plan Ahead to Stay Organized

Create a comfortable work environment, choose chunking over multitasking, walk at lunch.

• Do Your Best
• Listen to Music

Research has indicated that the percentage of Americans who are stressed at work is high—and it’s only getting higher. According to a survey of more than 2,000 full-time U.S. employees, ages 18-79, more than half of employees find themselves stressed during at least 60 percent of the workweek.

Work stress has significant health consequences that range from relatively benign (like getting more colds and flus) to potentially serious (such as heart disease and metabolic syndrome).

While stress at work is common, finding a low-stress job is hard (if not impossible). A more realistic approach is to adopt effective coping strategies to reduce stress at your current job. You can take steps to manage work stress by sticking to a positive morning routine, getting clear on requirements at work, adopting smarter time management techniques, and other strategies outlined in this article.

On May 19, 2022, Verywell Mind hosted a virtual Mental Health in the Workplace webinar, hosted by Amy Morin, LCSW. If you missed it, check out this recap to learn ways to foster supportive work environments and helpful strategies to improve your well-being on the job.

After scrambling to get the kids fed and off to school, dodging traffic and combating road rage , and gulping down coffee in lieu of a healthy breakfast, many people arrive to work already stressed. This makes them more reactive to stress in the workplace.

You might be surprised by how affected by workplace stress you are when you have a stressful morning. When you start off the day with planning, good nutrition, and a positive attitude , you might find that the stress of your job rolls off your back more easily.

Get Clear on Your Expectations for the Day

A factor known to contribute to job burnout is unclear requirements for employees. If you don’t know exactly what is expected of you, or if the requirements for your role keep changing with little notice, you might become extremely stressed.

If you find yourself never knowing if what you are doing is enough, it may help to have a talk with your supervisor. You can take the time to go over expectations and discuss strategies for meeting them. This can relieve stress for both of you!

Avoid or Reduce Conflict With Colleagues

Interpersonal conflict takes a toll on your physical and emotional health. Conflict among co-workers can be difficult to escape, so it’s a good idea to avoid conflict at work as much as you can.

Don’t gossip, don’t share too many of your personal opinions about religion and politics, and steer clear of "colorful" office humor.

When possible, try to avoid people who don’t work well with others. If conflict finds you anyway, make sure you know how to handle it appropriately.

Even if you’re a naturally disorganized person, planning ahead to stay organized can greatly decrease your stress at work. Being organized with your time means less rushing in the morning to avoid being late as well as less hustling to get out at the end of the day.

Keeping yourself organized can also mean avoiding the negative effects of clutter, and being more efficient with your work.

Another surprising stressor at work is physical discomfort, often related to where you perform most of your daily tasks (such as your desk).

You might not notice you're stressed if you're sitting in an uncomfortable chair for just a few minutes, but if you practically live in that chair when you’re at work, you might have a sore back and be more reactive to stress because of it.

Even small things like office noise can be distracting and cause feelings of low-grade frustration. Do what you can to create a quiet, comfortable, and soothing workspace.

Multitasking was once heralded as a fantastic way to maximize one’s time and get more done in a day. However, people eventually began to realize that if they had a phone to their ear and were making calculations at the same time, their speed and accuracy (not to mention sanity) often suffered.

There is a certain "frazzled" feeling that comes from splitting your focus and it doesn’t work well for most people. Instead of multitasking to stay on top of your tasks, try another cognitive strategy like chunking .

Many people feel the ill effects of leading a sedentary lifestyle. You can combat the physical and mental effects of work stress by getting some exercise on your lunch break .

If your schedule allows for it, you might try taking short exercise breaks throughout the day. This can help you blow off steam, lift your mood, and get into better shape.

Do Your Best and Reward Yourself

Being a high achiever might make you feel good about yourself and help you excel at work, but being a perfectionist can create problems for you (and those around you).

You might not be able to do everything perfectly, every time—especially in a busy, fast-paced job. A good strategy to avoid the perfectionism trap is always striving to just do your best and making time to congratulate yourself on your efforts. You may find that your results are better and you’ll be much less stressed at work.

Listen to Music on the Drive Home

Listening to music offers many benefits and can be an effective way to relieve stress before, during, and after work. Playing an uplifting song while you make breakfast can help you start the day off feeling better prepared to interact with the people in your life. Likewise, combating the stress of a long day with your favorite music on the drive home can help you wind down and feel less stressed when you get there.

Press Play for Advice on Coping With Stress

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can change your mindset to cope with stress in a healthy way.

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Paychex. Work more or stress less?

Li J, Loerbroks A, Bosma H, Angerer P. Work stress and cardiovascular disease: a life course perspective .  J Occup Health . 2016;58(2):216–219. doi:10.1539/joh.15-0326-OP

By Elizabeth Scott, PhD Elizabeth Scott, PhD is an author, workshop leader, educator, and award-winning blogger on stress management, positive psychology, relationships, and emotional wellbeing.

Stress Management in the Work Environment

Business responsibility cannot extend only to providing high commercial value. On the contrary, high business performance can be achieved by expanding employer social responsibility. This includes increasing corporate protection against stress. In general, stress has a severe negative effect on the mental and physical health of employees, and it is therefore in the interest of the boss to provide an appropriate system of protection. In the context under study, stress should be understood as a condition that is described by emotional and physical tension caused by exposure to various adverse occupational factors. Consequently, the body needs either to isolate itself from the source of irritation or to adapt.

Therefore, there is no doubt about the harmful effect of stress on health. According to CWM (2018), occupational stress can be seen as a silent killer of employees, and there is logic in that. The long-term consequence of work stress can lead to a drop in morale, constant fatigue, and lacking motivation: it suppresses the emotional health of employees. There is also evidence that shows a high likelihood of developing cardiovascular disease, increasing anxiety, and forming harmful addictions (Sara et al., 2018). Consequently, high levels of work stress can lead to obesity, increased blood cholesterol levels, and even heart attack.

This affects the organization as well when an employee is placed in a vulnerable position. The company loses a valuable human resource, and its operational productivity can drop significantly. Consequently, due to the loss of the employee or reduced motivation, business performance is also reduced (Raj & Julius, 2018). As a result, the manager in Smith should be interested in managing work stress. It is recommended to implement a training system and form an employee psychological support department. In addition, it is recommended to reduce the workload if it is acceptable.

CWM. (2018). Workplace stress: A silent killer of employee health and productivity . Corporate Wellness Magazine. .

Raj, I. A. E. A., & Julius, S. (2018). Causes and consequences of work stress and coping behaviour of employees: An analysis. Prabandhan: Indian Journal of Management, 11 (3), 24-38.

Sara, J. D., Prasad, M., Eleid, M. F., Zhang, M., Widmer, R. J., & Lerman, A. (2018). Association between Work‐Related stress and coronary heart disease: a review of prospective studies through the job strain, Effort‐Reward balance, and organizational justice models. Journal of the American Heart Association, 7 (9), 1-4.

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How to Relax in Stressful Situations: A Smart Stress Reduction System

Yekta said can.

1 Computer Engineering Department, Bogazici University, 34342 Istanbul, Turkey; [email protected] (N.C.); [email protected] (D.E.); rt.ude.nuob@yosre (C.E.)

Heather Iles-Smith

2 Leeds Teaching Hospitals NHS Trust/University of Leeds, Leeds LS1 3EX, UK; [email protected]

Niaz Chalabianloo

Javier fernández-Álvarez.

3 General Psychology and Communication Psychology, Catholic University of Milan, 20123 Milan, Italy; [email protected] (J.F.-Á.); [email protected] (C.R.); [email protected] (G.R.)

Claudia Repetto

Giuseppe riva.

Stress is an inescapable element of the modern age. Instances of untreated stress may lead to a reduction in the individual’s health, well-being and socio-economic situation. Stress management application development for wearable smart devices is a growing market. The use of wearable smart devices and biofeedback for individualized real-life stress reduction interventions has received less attention. By using our unobtrusive automatic stress detection system for use with consumer-grade smart bands, we first detected stress levels. When a high stress level is detected, our system suggests the most appropriate relaxation method by analyzing the physical activity-based contextual information. In more restricted contexts, physical activity is lower and mobile relaxation methods might be more appropriate, whereas in free contexts traditional methods might be useful. We further compared traditional and mobile relaxation methods by using our stress level detection system during an eight day EU project training event involving 15 early stage researchers (mean age 28; gender 9 Male, 6 Female). Participants’ daily stress levels were monitored and a range of traditional and mobile stress management techniques was applied. On day eight, participants were exposed to a ‘stressful’ event by being required to give an oral presentation. Insights about the success of both traditional and mobile relaxation methods by using the physiological signals and collected self-reports were provided.

1. Introduction

Stress constitutes a complex process that is activated by a physical or mental threat to the individuals’ homeostasis, comprising a set of diverse psychological, physiological and behavioral responses [ 1 ]. Although it is usually considered a negative response, stress actually constitutes a key process for ensuring our survival. However, when a stress response is repeatedly triggered in the absence of a challenging stimulus, or if there is constant exposure to challenging situations, stress can become harmful. Evidence suggests that, in either of these two contexts, stress is a persistent factor for the development of psycho-pathological conditions [ 2 , 3 ].

When faced with stressful events, people make autonomic and controlled efforts to reduce the negative impact and maximize the positive impact that every specific situation may provoke. Generally, this process is denominated as emotion regulation, formally defined as the process by which individuals can influence what emotions they have, when they have them and how they experience and express those emotions [ 4 ]. It has been suggested that the term emotion regulation can be understood as a broad tag that comprises the regulation of all responses that are emotionally charged, from basic emotions to complex mood states as well as regulation of everyday life [ 5 ].

Failure to address triggers of stress has been shown to lead to chronic stress, anxiety and depression, and attributed to serious physical health conditions such as cardiovascular disease [ 6 ]. The World Health Organization concluded that psychological stress is one of the most significant health problems in the 21st-century and is a growing problem [ 7 ]. There are various interventions to minimize stress based on individual preferences and requirements. Stress management techniques including ancient practices such as Tai Chi [ 8 ] and yoga [ 9 ] as well as other physical activities [ 10 ] are often cited as being helpful in combating stress. Likewise traditional meditation, mindfulness [ 11 ] and cognitive behavioural therapy (CBT) [ 12 ] all have established benefits. These techniques are not applicable in office or social environments, or during most daily routines. Therefore, a smart device based stress management application may be of benefit. Recently, smartphone applications such as Calm, Pause, Heartmath and Sway have been developed for indoor environments. However, these applications are not individualized nor do they include biofeedback and studies that validate their effects are limited [ 13 ].

In this study, we used the stress level detection scheme using physiological signals and added a physical activity based context analyzer. When the user experiences a high stress level, the system suggests appropriate stress reduction methods (traditional or mobile). We further compare the effects of traditional and mobile stress alleviation methods on physiological data of 15 international Ph.D. students (participants) during eight days of training. In addition, 1440 h of physiological signals from Empatica E4 smart bands were collected in this training event. Stress management techniques based on the emotion regulation model of James Gross [ 4 ] were applied to reduce participant stress levels. To the best of our knowledge, this work is the first one suggesting appropriate stress reduction methods based on contextual information and comparing both traditional and mobile stress management interventions in the real-life environment using a commercial smart-band based automatic stress level detection system that eliminates motion artifacts. Using such a system is essential because these offline stress level detection algorithms could be used in real-time biofeedback apps.

Application of our stress level detection algorithm, in a real world context, could allow individuals to receive feedback regarding high stress levels along with recommendations for relaxation methods. Additional continued monitoring may also enable the individual to better understand the effectiveness of any stress reduction methods. However, for our stress detection algorithm to be applied in daily life, the smart device should be unobtrusive (i.e., should not be comprised of cables, electrodes, boards). Our system works on smart-bands which are perfect examples of this type of unobtrusive wearable device.

This paper describes emotion regulation in the context of stress management and how yoga and mindfulness can be used for regulating emotions ( Section 2 ). Methods of detecting stress and analyzing context based on physical activity are described ( Section 3 ) and data are presented related to our method for stress level detection with the use of smart-bands ( Section 4 ). Experimental results and discussion are also presented ( Section 5 ) and we present the conclusions and future works of the study ( Section 6 ).

The major research contributions of this study are the following:

• Developing a physical activity based context analyzer and relaxation method suggestion system
• Comparison of stress reduction methods (mobile mindfulness, traditional mindfulness and yoga) and their effectiveness in the context of stress management with the use of an unobtrusive smartwatch based stress level detection system
• Application of James Gross’s prominent emotion regulation model in the context of stress management and measuring the physiological component with smart bands.

2. Background

2.1. emotion regulation in the context of stress management.

Stress is a normal part of daily life. However, its effects often vary across individuals and despite similar circumstances, some people do not feel under strain while others may be severely affected. Multiple reasons exist for these differences between individuals, including how people perceive reality and how they respond to the numerous stimuli to which they are exposed. When a person believes that a certain situation surpasses their available coping mechanisms, it is referred to as perceived stress. Thus, perceived stress varies from person to person depending on the value that an individual gives to a situation and their self-recognition of the resources to deal with it.

Numerous psychological scientists have investigated perceived stress. Individuals who display a mismatch between contextual demands and perceived resources constantly (rather than during a specific moment in time) are referred to as experiencing chronic stress. Chronic stress has not only been shown to be very relevant in people’s well-being and quality of life, but also important in the appearance and maintenance of several physical and mental diseases [ 14 ].

As a consequence, mounting research has focused on the mechanisms that people implement in order to alleviate the physical and cognitive burden associated with that perceived stress. Coping styles, stress management techniques, self-regulation, or emotion regulation techniques are different labels that define the way people implement certain behavioral, cognitive, or emotional strategies to maintain allosteric load [ 15 ]. In other words, every living organism needs to vary among plasticity and stability in order to survive. Human beings are not the exception to the rule and the complex system that applies to every single person and the necessity of reaching a constant level of regulation permits the individuals to pursue their goals.

Specifically, emotion regulation has been defined as the study of “the processes by which we influence which emotions we have when we have them, and how we experience and express them” [ 4 ]. A large body of evidence has shown that there are very different consequences depending on the effectiveness people achieve to regulate their emotions. Naturally, both at an implicit or explicit level, people regulate emotions in order to maintain those allosteric levels previously mentioned. Therefore, when there are specific stressors that demand a particular cognitive or physical response, the emotional reactivity may be stronger and the need for a proper regulation more relevant. Indeed, emotion regulation has shown to be a transdiagnostic factor that is present at a wide range of mental disorders. In other words, the way people initiate, implement and monitor their emotional processes, in order to reach more desirable states, has a significant impact on the stress levels. Some emotion regulation (ER) strategies have shown to be correlated with mental health issues. Among these strategies, cognitive reappraisal, problem-solving, or acceptance shall be mentioned as strategies that are negatively correlated with psychopathology, while rumination, experiential avoidance, or suppression are positively correlated with psychopathology [ 16 ]. In this regard, hinging on the different ER strategies deployed, ER can constitute a protective factor to face stress responses that all individuals experience after minor or major stressors [ 17 ]. Additionally, an adaptive regulation of emotions, by managing stress, may also be beneficial for clinical populations, such as people suffering from affective disorders [ 18 , 19 ].

Therefore, from whole psychotherapeutic treatments to single self-applied applications, studies in the literature have focused on how people can better regulate their emotions and manage their stress levels. Among many other techniques, cognitive behavioral therapy, autogenic training, biofeedback, breathing exercises, relaxation techniques, guided imagery, mindfulness, yoga, or Tai-Chi, are some of the stress management interventions that have received attention from researchers [ 20 , 21 ].

2.2. Yoga and Mindfulness: As Tools for Emotion Regulation

2.2.1. yoga.

Yoga is an ancient Eastern practice that developed more than 2000 years ago. Although its original creator and source are uncertain, the earliest written word ‘Yoga Sutra’ describes the philosophy of yoga focussing on growing spirituality, regulating emotions and thoughts. Initially, the focus was on awareness of breathing and breathing exercises ‘pranayama’ to calm the mind and body, ultimately reaching a higher state of consciousness.

As yoga evolved, physical movement in the form of postures was included and integrated with yogic breathing ‘prana’ and elements of relaxation. The underlying purpose is to create physical flexibility, reduce pain and unpleasant stimuli and reduce negative thoughts and emotions to calm the mind and body, thereby improving well-being. In the healthcare literature, the benefits are reported to be far-reaching both for mental and physical health conditions such as anxiety, depression, cardiovascular disease, cancer and respiratory symptoms. It is also reported to reduce muscular-skeletal problems and physical symptoms through increasing the awareness of the physical body.

Yoga has become a global phenomenon and is widely practiced in many different forms. Generally, all types of yoga include some elements of relaxation. Additionally, some forms include mainly pranayama and others are more physical in nature. One such practice is vinyasa flow which involves using the inhale and exhale of the breathing pattern to move through a variety of yoga postures; this leads to the movement becoming meditative. The practice often includes pranayama followed by standing postures linked together with a movement called vinyasa, (similar to a sun salutation) which helps to keep the body moving and increases fitness, flexibility and helps maintain linkage with the breath. The practice also often includes a range of seated postures, an inversion (such as headstand or shoulder stand) and final relaxation ‘savasana’.

2.2.2. Mindfulness

Mindfulness involves being more present at the moment by acknowledging the here and now, often referred to as ‘being present’ rather than focussing on the past or future [ 8 ]. Being present may include being aware of our surroundings and the environment, or of what we are eating and drinking and physical sensations such as the sun or wind on our skin.

Acknowledging the thoughts and body are also aspects of mindfulness. Each day humans experience thousands of thoughts, the majority being of no consequence. In some instances, these thoughts are repetitive and negative in nature which can lead to increased stress and the related unpleasant physical symptoms such as feeling anxious, nausea and tension headaches. Being mindful includes an awareness of our thinking and whether we are caught up with our thoughts rather than being aware of the moment. Additionally, on a daily basis, awareness of the physical body may be minimal; being mindful includes increasing this awareness through becoming more connected with the sensations in the body. This might include experiencing the legs moving when walking, or feeling the ground under the feet or the natural way of the body whilst standing.

Mindfulness has been shown to be of benefit to physical and mental health. It is currently recommended by the National Institute for Clinical Excellence [ 22 ] as adjunctive therapy to Cognitive Behavioural Therapy (CBT) for the prevention of relapse depression.

However, it may be challenging for some individuals to do this with a multitude of distractions around them and, therefore, they may choose to identify a particular time and place when and where they can sit in a comfortable position to start to become aware of their breathing and bodily sensations.

2.2.3. Mobile Mindfulness Inspired By Tai-Chi—Pause

Tai-Chi is an internal Chinese martial art practiced for both its defense training, its health benefits and meditation. There is good evidence of benefits for depression, cardiac and stroke rehabilitation and dementia [ 23 ]. The term Tai-Chi refers to a philosophy of the forces of yin and yang, related to the moves. An iPhone application Pause inspired by Tai-Chi is used for guided mindfulness which draws upon the principles of mindfulness meditation to trigger the body’s rest and digest response, quickly restoring attention [ 24 ].

3. Related Work

Researchers have created the ability to detect stress in laboratory environments with medical-grade devices [ 25 , 26 , 27 , 28 ]; smartwatches and smart bands started to be used for stress level detection studies [ 29 , 30 , 31 ]. These devices provide high comfort and rich functionality for the users, but their stress detection accuracies are lower than medical-grade devices due to low signal quality and difficulty obtaining data in intense physical activity. If data are collected for long periods, researchers have shown that their detection performance improves [ 32 ]. During movement periods, the signal can be lost (gap in the data) or artifacts might be generated. Stress level detection accuracies for 2-classes by using these devices are around 70% [ 29 , 30 , 33 , 34 ].

After detecting the stress level of individuals, researchers should recover from the stressed state to the baseline state. To the best of our knowledge, there are very few studies that combine automatic stress detection (using physiological data) with recommended appropriate stress management techniques. Ahani et al. [ 35 ] examined the physiological effect of mindfulness. They used the Biosemi device which acquires electroencephalogram (EEG) and respiration signals. They successfully distinguished control (non-meditative state) and meditation states with machine learning algorithms. Karydis et al. [ 36 ] identified the post-meditation perceptual states by using a wearable EEG measurement device (Muse headband). Mason et al. [ 37 ] examined the effect of yoga on physiological signals. They used PortaPres Digital Plethtsmograph for measuring blood pressure and respiration signals. They also showed the positive effect of yoga by using these signals. A further study validated the positive effect of yoga with physiological signals; researchers monitored breathing and heart rate pulse with a piezoelectric belt and a pulse sensor [ 21 ]. They demonstrated the effectiveness of different yogic breathing patterns to help participants relax. There are also several studies showing the effectiveness of mobile mindfulness apps by using physiological signals [ 20 , 38 , 39 ]. Svetlov et al. [ 20 ] monitored the heart rate variability (HRV), electrodermal activity (EDA), Salivary alpha-amylase (sAA) and EEG values. In other studies, EEG and respiration signals were also used for validating the effect of mobile mindfulness apps [ 38 , 39 ]. When the literature is examined, it could be observed that the effect of ancient relaxation methods and mobile mindfulness methods are examined separately in different studies. Ancient methods generally require out of office environments that are not suitable for most of the population, since, in the modern age, people started to spend more time in office-like environments. On the other hand, some smartphone applications such as Pause, HeartMath and Calm do not require extra hardware or equipment and be applicable in office environments. Hence, an ideal solution depends on the context of individuals. A system that monitors stress levels, analyzes the context of individuals and suggests an appropriate relaxation method in the case of high stress will benefit society. Furthermore, mobile methods along with the ancient techniques should be applied in stressful real-life events and their effectiveness should be compared by investigating physiological signals. When the literature is examined, there is not any study comparing the performance of these methods in real-life events (see Table 1 ). Another important finding is that these methods should be compared with unobtrusive wearable devices so that they could be used for a biofeedback system in daily lives. Individuals may be reluctant to use a system with cables, electrodes and boards in their daily life. Therefore, a comparison of different states with such systems could not be used in daily life. There is clearly a need for a suggestion and comparison of ancient and mobile meditation methods by using algorithms that could run on unobtrusive devices. An ideal system should detect high stress levels, suggest relaxation methods and control whether users are doing these exercises right or not with unobtrusive devices. Our algorithm is suitable to be embedded in such daily life applicable systems that use physiological signals such as skin temperature (ST), HRV, EDA and accelerometer (ACC). In this paper, we present the findings of our pilot study that tested the use of our algorithm during general daily activities, stress reduction activities and a stressful event.

Comparison of our work with the studies applying different types of meditation techniques for stress management in the literature.

4. Methodology

4.1. unobtrusive stress detection system with smart bands.

Our stress detection system developed in [ 32 ] allows users to be aware of their stress levels during their daily activities without creating any interruption or restriction. The only requirement to use this system is the need to wear a smart band. Participants in this study wore the Empatica E4 smart band on their non-dominant hand. The smart band provides Blood Volume Pressure, ST, EDA, IBI (Interbeat Interval) and 3D Acceleration. The data are stored in the memory of the device. Then, the artifacts of physiological signals were detected and handled. The features were extracted from the sensory signals and fed to the machine learning algorithm for prediction. In order to use this system, pre-trained machine learning models are required. For training the models, feature vectors and collected class labels were used.

4.1.1. EDA Preprocessing Artifact Detection and Removal Methods

The body sweats when emotional arousal and stress are experienced and, therefore, skin conductance increases [ 40 ]. This makes EDA a promising candidate for stress level detection. Intense physical activity and temperature changes contaminate the SC (Skin Conductance) signal. Therefore, affected segments (artifacts) should be filtered out from the original signal. In order to detect the artifacts in the SC signal, we used an EDA toolkit [ 41 ] which is 95% accurate on the detection of the artifacts. While developing this tool, technicians labeled the artifacts manually. They trained a machine learning model by using the labels. In addition to the SC signal, 3D acceleration and ST signals were also used for artifact detection. We removed the parts that this tool detected as artifacts from our signals. We further added batch processing and segmentation to this tool by using custom software built-in Python 2.7.

4.1.2. EDA Feature Extraction Methods

After the artifact removal phase, features were extracted from the EDA signal. This signal has two components phasic and tonic; features from both components were extracted (see Table 2 ). The cvxEDA tool [ 42 ] was used for the decomposition of the signal into these components. This tool uses convex optimization to estimate the Autonomic Nervous System (ANS) activity that is based on Bayesian statistics.

EDA features and their definitions.

Tonic Component Features

The tonic component in the EDA signal represents the long-term slow changes. This component is also known as the skin conductance level. It could be regarded as the indicator of general psychophysiological activation [ 43 ].

Phasic Component Features

The phasic component represents faster (event-related ) differences in the SC signal. The Peaks of phasic SC component as a reaction to a stimulus is also called Skin Conductance Response [ 43 ]. After we decompose the phasic component from the EDA signal, peak related features were extracted.

4.1.3. Heart Activity Preprocessing (Artifact Detection and Removal) and Feature Extraction Methods

Heart activity (or, more specifically, HRV) reacts to changes in the autonomic nervous system (ANS) caused by stress [ 44 ] and it is, therefore, one of the most commonly used physiological signal for stress detection [ 40 ]. However, vigorous movement of subjects and improperly worn devices may contaminate the HRV signal collected from smartwatches and smart bands. In order to address this issue, we developed an artifact handling tool in MATLAB programming language [ 45 ] that has batch processing capability. First, the data were divided into 2 min long segments with 50% overlapping. Two-minute segments were selected because it is reported that the time interval for stress stimulation and recovery processes is around a few minutes [ 46 ]. The artifact detection percentage rule (also employed in Kubios [ 47 ]) was applied after the segmentation phase. In this rule, each data point was compared with the local average around it. When the difference was more than a predetermined threshold percentage, (20% is commonly selected in the literature [ 48 ]), the data point was labeled as an artifact. In our system, we deleted the inter-beat intervals detected as the artifacts and interpolated these points with the cubic spline interpolation technique which was used in the Kubios software [ 47 ]. The time-domain features of HRV are calculated. In order to calculate the frequency domain features, we interpolated the RR intervals to 4 Hz. Then, we applied the Fast Fourier Transform (FFT). These time and frequency domain features (see Table 3 ) were selected because these are the most discriminative ones in the literature [ 30 , 49 , 50 ].

HRV features and their definitions [ 32 ].

4.1.4. Accelerometer Feature Extraction Methods

Research has shown that movements of the human body and postures can indeed be employed as a means to detect signs of different emotional states. The dynamics of body movement were investigated by Castellano et al. who used multimodal data to identify human affective behaviors. Specific movement metrics, such as the amount of movement, intensity and fluidity, were used to help deduct emotions, and it was found that the amount of movement was a major factor in distinguishing different types of emotions [ 51 ]. Melzer et al. investigated whether movements comprised of collections of Laban movement components could be recognized as expressing basic emotions [ 52 ]. The results of their study confirm that, even when the subject has no intention of expressing emotions, particular movements can assist in the perception of bodily expressions of emotions. Accelerometer sensors may be used to detect these movements and different types of affect. The accelerometer sensor data are used for two different purposes in our system. Firstly, we extracted features from the accelerometer sensor, for detecting stress levels. We also selected the features to be used as described in Table 4 [ 53 ] and, as mentioned above, this sensor was also employed to clean the EDA signal in the EDAExplorer Tool [ 41 ].

ACC features and their definitions.

4.1.5. Skin Temperature

A skin temperature signal is used for the artifact detection phase of the EDA signal in the EDAExplorer Tool [ 41 ]. After we divide our data into segments, different modalities were merged into one feature vector. The heart activity signal started with a delay (to calculate heartbeats per minute at the start) and all signals were then synchronized. We included start and end timestamps for each segment, and each modality was merged with a custom Python script.

4.1.6. Machine Learning Classifier Algorithms

The Weka machine learning toolkit [ 54 ] is used for identifying stress levels. The Weka toolkit has several preprocessing features before classification. Our data set was not balanced when the number of instances belonging to each class was considered. We solved this issue by removing samples from the majority class. We selected random undersampling because it is the most commonly applied method [ 55 ]. In this way, we prevented classifiers from biasing towards the class with more instances. In this study, we employed five different machine learning classification algorithms to recognize different stress levels: MultiLayer Perceptron (MLP), Random Forest (RF) (with 100 trees), K-nearest neighbors (kNN) ( n = 1–4), Linear discriminant analysis (LDA), Principal component analysis (PCA) and support vector machine (SVM) with a radial basis function. These algorithms were selected because they were the most commonly applied and successful classifiers for detecting stress levels [ 30 , 48 ]. In addition, 10-fold stratified cross-validation was then applied and hyperparameters of the machine learning algorithms were fine-tuned with grid search. The best performing models have been reported.

4.1.7. Dimensionality Reduction

We applied correlation-based feature selection (CBFS) technique which is available in the Weka machine learning package for combined signal [ 56 ]. The CBFS method removes the features that are less correlated with the output class. For every model, we selected the ten most important features. This method is applied for MLP, RF, kNN and LDA. In order to create an SVM based model, we applied PCA based dimensionality reduction where the covered variance is selected as 0.95 (the default setting).

4.1.8. Insights from the Feature Selection Process

The CBFS method computes the correlation of features with the ground truth label of the stress level. Insights about the contribution of the features to the stress detection performance can be obtained from Figure 1 and Figure 2 . Three of the best features (over 0.15 correlation) are frequency domain features. These features are high, low and very-low frequency components of the HRV signal (see Figure 1 ). When we examine the EDA features, peaks per 100 s feature are the most important and distinctive feature by far. Since the EDA signal is distorted under the influence of the stimuli, the number of peaks and valleys increases. Lastly, when the acceleration signal is investigated, the most discriminative feature is mean acceleration in the z -axis (see Figure 2 b). This could be due to the nature of hand and body gestures which are caused by stressed situations.

Top-ranking features selected for the HRV signal.

Top-ranking features selected for the EDA and ACC signals.

4.2. Relaxation Method Suggestion by Analyzing the Physical Activity-Based Context

Context is a broad term that could contain different types of information such as calendars, activity type, location and activity intensity. Physical activity intensity could be used to infer contextual information. In more restricted environments such as office, classrooms, public transportation and physical activity intensity could be low, whereas, in outdoor environments, physical activity intensity could increase. Therefore, an appropriate relaxation method will change according to the context of individuals.

For calculating physical activity intensity, we used the EDAExplorer tool [ 41 ]. The stillness metric is used for this purpose. It is the percentage of periods in which the person is still or motionless. Total acceleration must be less than a threshold (default is 0.1 [ 41 ]) for 95 percent of a minute in order for this minute to count as still [ 41 ]. Then, the ratio of still minutes in a session can be calculated. For the ratio of still minutes in a session, we labeled sessions below 20% as still, above 20% as active and suggested relaxation method accordingly (see Figure 3 ).

The whole system diagram is depicted. When a high stress level is experienced, by analyzing the physical activity based context, the system suggests the most appropriate reduction method.

4.3. Description of the Data Collection Procedure

The proposed stress level monitoring mechanism, for real-life settings, was evaluated during an eight day Marie Skłodowska-Curie Innovative Training Network (ITN) training event in Istanbul, Turkey, for the AffecTech project. AffecTech is a program funded by Horizon 2020 (H2020) framework established by the European Commission. The AffecTech project is an international collaborative research network involving 15 PhD students (early stage researchers (ESR)) with the aim of developing low-cost effective wearable technologies for individuals who experience affective disorders (for example, depression, anxiety and bipolar disorder).

The eight-day training event included workshops, lectures and training with clearly defined tasks and activities to ensure that the ESR had developed the required skills, knowledge and values outline prior to the training event. At the end of the eight-day training, ESRs were required to deliver a presentation about their PhD work to two evaluators from the European Union where they received feedback about their progress (see Figure 4 for raw physiological signals at the start of the presentation). For studying the effects of emotion regulation on stress, yoga, guided mindfulness and mobile-based mindfulness, sessions were held by a certified instructor.

Sample data belong to a presentation session. The increase in EDA, ST and IBI could be observed when the subject started the presentation.

During the training, physiological and questionnaire data were collected from the 16 ESR participants (9 men, mean age 28); 15 ESRs and one of the AffecTech project academics, all of whom gave informed consent to participate in the study. Participants were from different countries with diverse nationalities (two from Iran, two from Spain, two from Italy, one from Argentina, one from Pakistan, one from China, one from Switzerland, one from Belarus, one from France, one from England, one from Barbados, one from Turkey and one from Bulgaria). Due to the fault of one of the Empatica E4 devices, it was not possible to include data from one participant. The remaining 15 participants completed all stages of the study successfully.

During the eight days of training and presentations, psychophysiological data were collected from 16 participants during the training event from Empatica E4 smart band while they are awake. For studying the effects of emotion regulation on stress, yoga, guided mindfulness and mobile-based mindfulness sessions were held by a certified instructor. The timeline of the event is shown in Figure 5 .

Time-line depicting eight days of the training event. Presentations, relaxations and lectures are highlighted.

4.3.1. Physiological Stress Data

The psychophysiological signal data were collected using the Empatica E4 smart band whilst participants were awake throughout the eight days of the AffecTech training. Physiological data included IBI, EDA, ACC (Accelerometer) and ST and stored in different csv files. In addition, 27.39% of the data are obtained from free times (free day and after training until subjects slept 5:00 p.m.–10:00 p.m.), 43.83% of the data comes from lectures in the training, 11.41% is the presentation session and relax sessions consist of 17.35% of the data. As mentioned previously, we randomly undersampled (most commonly applied method [ 55 ] ) the data to overcome the class imbalance problem. The participants’ blood pressure (BP) was also recorded using CE(0123) Harvard Medical Devices Ltd. automated sphygmomanometer prior to and after each stress reduction event (yoga and mindfulness), in order to demonstrate whether the participants stress levels were modified. On each occasion that the participants’ BP was recorded, the mean of three recordings was used as the final BP. A reduction in the participants’ blood pressure and/or pulse rate may be seen, which demonstrates a reduction in stress level.

4.3.2. Ethics

The procedure used in this study was approved by the Institutional Review Board for Research with Human Subjects of Boğaziçi University with the approval number 2018/16. Prior to data acquisition, each participant received a consent form describing the experimental procedure and its benefits and implications to both the society and the subject. The procedure was also explained verbally to the subject. All of the data are stored anonymously.

4.3.3. Questionnaire Self-Report Stress Data

A session-based self-report questionnaire comprised of six questions based on the Nasa Task Load Index (NASA-TLX) [ 57 ]. The frustration scale was specifically used to measure perceived stress levels [ 32 ]. We asked the following question to the participants for each session:

How irritated, stressed and annoyed versus content, relaxed and complacent did you feel during the task?

Questionnaires were completed daily (at the end of the day) and, after each presentation, lecture and stress reduction event (such as yoga and mindfulness).

4.3.4. Stress Management Scheme Using Yoga and Mindfulness

During the eight day training, it is assumed that the participants’ stress levels are likely to have increased day by day because they were required to give a presentation (perceived as a stressful event) reporting their PhD progress to the EU project evaluators at the end of the training.

Underpinned by James Gross’s Emotion Regulation model (see Figure 6 ) [ 4 ], we modified the situation to help the participants to reduce their thoughts of the end of the training presentation. To help participants manage their stress levels, we applied Yoga and mindfulness sessions on two separate days (day three and day four, respectively). These sessions lasted approximately 1 h and, throughout the sessions, participants wore an Empatica E4 smartband. In addition to the physiological signals coming from the Smartbands, participants’ blood pressure values were also recorded before and after the yoga and mindfulness sessions.

Application of James Gross’s Emotion Regulation model [ 4 ] in the context of stress management.

5. Experimental Results and Discussion

5.1. statistical data analysis, 5.1.1. validation of different perceived stress levels by using the self-reports.

In order to validate that the participants experienced different perceived stress levels in different contexts (lecture, relaxation, presentation), we used the Frustration item (see Section 4.5) from the NASA-TLX [ 57 ]. The distribution of answers is demonstrated in Figure 7 . Our aim is to show that the perceived stress levels (obtained from self-report answers) differ in relaxation sessions considerably when compared to the presentation session (high stress). To this end, we applied the t -test (in R programming language) to the perceived stress self-report answers of yoga versus presentation, mindfulness versus presentation and pause (mobile mindfulness) versus presentation session pairs. The paired t -test is used to evaluate the separability of each session. The degree of freedom is 15. We applied the variance test to each session tuple; we could not identify equal variance in any of the session tuples. Thus, we selected the variance as unequal. We used 99.5% confidence intervals. The t -test results’ ( p -values and test statistics) are provided in Table 5 . For all tuples, the null hypothesis stating that the perceived stress of the relaxation method is not less than the presentation session is rejected. The perceived stress levels of participants for all meditation sessions are observed to be significantly lower than the presentation session (high stress).

Visual representation of the frustration scores collected in different types of sessions.

T -test results for session tuple comparison of perceived stress levels using self-reports.

5.1.2. Before and After Physiological Measurements for Evaluating Performance of Yoga and Mindfulness with Blood Pressure

In this section, we compared the effect of stress management tools such as yoga and mindfulness on blood pressure. It is expected that blood pressure sensors will be part of unobtrusive wrist-worn wearable sensors soon. We plan to integrate a blood pressure (BP) module to our system when they are available. Therefore, by using the measurements of a medical-grade blood pressure monitor, we provided insights about how stress reaction affects BP. We further applied and tested the prominent emotion regulation model of James Gross by analyzing these measurements in the context of stress management. We measured the diastolic and systolic BP and pulse using a medical-grade blood pressure monitor before and after the yoga and mindfulness sessions. In order to ensure that the participants were relaxed and that an accurate BP was recorded, BP was measured three times with the mean as the recorded result. A one-sample t -test was applied to the difference between mean values. The results are shown in Table 6 .

The difference between the mean diastolic blood pressure, the mean systolic blood pressure and the mean pulse, before and after sessions of guided mindfulness and guided yoga. (* p < 0.05).

Mindfulness decreased the systolic BP, –1.13% (ns), increased diastolic BP, +1.75% ( p < 0.05) and decreased the pulse –5.75% ( p < 0.05). Medicine knows that systolic blood pressure (the top number or highest blood pressure when the heart is squeezing and pushing the blood around the body) is more important than diastolic blood pressure (the bottom number or lowest blood pressure between heartbeats) because it gives the best idea of the risk of having a stroke or heart attack. In this view, the significant reduction of systolic BP after mindfulness is an important result.

Moreover, the difference between systolic and diastolic BP is called pulse pressure. For example, 120 systolic minus 60 diastolic equals a pulse pressure of 60. It is also known that a pulse pressure greater than 60 can be a predictor of heart attacks or other cardiovascular diseases, while a low pulse pressure (less than 40) may indicate poor heart function. In our study, pulse pressure was lower after mindfulness (we had both a significant reduction in systolic BP and an increase in diastolic BP), but its value was higher than 40 (42.69 mean difference before the mindfulness and 40.48 mean difference after the mindfulness), suggesting that this result can also be considered clinically positive.

During yoga, there was a decrease in systolic BP by −5.81% ( p < 0.05), diastolic BP by −1.93% (ns) and increase in pulse +8.06% ( p < 0.05). Yoga appears to be more effective than mindfulness at decreasing systolic and diastolic blood pressure, although mindfulness seems to be more effective than yoga for decreasing the pulse due to the activity involved in yoga.

5.2. Physiological Stress Level Detection with Wearables by Using Context Labels as the Class Label

We tested our system by using the known context labels of sessions as the class label. We used Lecture (mild stress), Yoga and Mindfulness (relax) and Presentation in front of the board of juries (high stress) as class labels by examining perceived stress self-report answers in Figure 6 . We investigated the success of relaxation methods, different modalities and finding the presenter.

5.2.1. Effect of Different Physiological Signals on Stress Detection

We evaluated the effect of using the interbeat-interval, the skin conductance and the accelerometer signals separately and in a combined manner on two and three class classification performance. These classes are mild stress, high stress and relax states from mindfulness and yoga sessions. The results are shown in Table 7 , Table 8 and Table 9 . For the three-class classification problem, we achieved a maximum accuracy of 72% by using MLP on only HRV features and 86.61% with only accelerometer features using the Random Forest classifier and 85.36% accuracy combination of all features with LDA classifier (see Table 7 ). The difficulty in this classification task is a similar physiological reaction to relax and mild stress situations. However, since the main focus of our study is to discriminate high stress from other classes to offer relaxation techniques in this state, it did not affect our system performance. We also investigated high-mild stress and high stress-relax 2-class classification performance. For the discrimination of high and mild stress, HRV outperformed other signals with 98% accuracy using MLP (see Table 8 ). In the high stress-relax 2-class problem, only HRV features with RF achieved a maximum accuracy of 86%, whereas ACC features with MLP achieved a maximum of 94% accuracy. In this problem, the combination of all signals with RF achieved 92% accuracy which is the best among all classifiers (see Table 9 ). For all models, EDA did not perform well. This might be caused by the loose contact with EDA electrodes in the strap due to loosely worn smartbands.

Effect of different modalities and their combination on the system performance. Note that the number of classes is fixed at 3 (high stress, mild stress and relax).

Effect of different modalities and their combination on the system performance. Note that the number of classes is fixed at 2 (high stress and mild stress).

Effect of different modalities and their combination on the system performance. Note that the number of classes is fixed at 2 (high stress and relax).

5.2.2. Effectiveness of Yoga, Mindfulness and Mobile Mindfulness (Pause)

We applied three different relaxation methods to manage stress levels of individuals. In order to measure the effectiveness of each method, we examined how easily these physiological signals in the relaxation sessions can be separated from high stress presentations. If it can be separated from high stress levels with higher classification performance, it could be inferred that they are more successful at reducing stress. As seen in Table 10 and Table 11 , mobile mindfulness has lower success in reducing stress levels. Yoga has the highest classification performance with both HR and EDA signals.

The classification accuracy of the relaxation sessions using stress management methods and stressful sessions using EDA.

The classification accuracy of the relaxation sessions using stress management methods and stressful sessions using HRV.

6. Conclusions

In this study, by using our automatic stress detection system with the use of Empatica-E4 smart-bands, we detected stress levels and suggested appropriate relaxation methods (i.e., traditional or mobile) when high stress levels are experienced. Our stress detection framework is unobtrusive, comfortable and suitable for use in daily life and our relaxation method suggestion system makes its decisions based on the physical activity-related context of a user. To test our system, we collected eight days of data from 16 individuals participating in an EU research project training event. Individuals were exposed to varied stressful and relaxation events (1) training and lectures (mild stress), (2) yoga, mindfulness and mobile mindfulness (PAUSE) (relax) and (3) were required to give a moderated presentation (high stress). The participants were from different countries with diverse cultures.

In addition, 1440 h of mobile data (12 h in a day) were collected during this eight-day event from each participant measuring their stress levels. Data were collected during the training sessions, relaxation events and the moderated presentation and during their free time for 12 h in a day, demonstrating that our study monitored daily life stress. EDA and HR signals were collected to detect physiological stress and a combination of different modalities increased stress detection, performance and provided the most discriminative features. We first applied James Gross ER model in the context of stress management and measured the blood pressure during the ER cycle. When the known context was used as the label for stress level detection system, we achieved 98% accuracy for 2-class and 85% accuracy for 3-class. Most of the studies in the literature only detect stress levels of individuals. The participants’ stress levels were managed with yoga, mindfulness and a mobile mindfulness application while monitoring their stress levels. We investigated the success of each stress management technique by the separability of physiological signals from high-stress sessions. We demonstrated that yoga and traditional mindfulness performed slightly better than the mobile mindfulness application. Furthermore, this study is not without limitations. In order to generalize the conclusions, more experiments based on larger sample groups should be conducted. As future work, we plan to develop personalized perceived stress models by using self-reports and test our system in the wild. Furthermore, attitudes in the psychological field constitute a topic of utmost relevance, which always play an instrumental role in the determination of human behavior [ 58 ]. We plan to design a new experiment which accounts for the attitudes of participants towards relaxation methods and their effects on the performance of stress recognition systems.

Acknowledgments

We would like to show our gratitude to the Affectech Project for providing us the opportunity for the data collection in the training event and funding the research.

Author Contributions

Y.S.C. is the main editor of this work and made major contributions in data collection, analysis and manuscript writing. H.I.-S. made valuable contributions in both data collection and manuscript writing. She was the yoga and mindfulness instructor in the event and contributed the related sections regarding traditional and mobile methods. She also led the blood pressure measurement efforts before and after relaxation methods. D.E. and N.C. contributed equally to this work in design, implementation, data analysis and writing the manuscript. J.F.-Á., C.R. and G.R. contributed the experiment design and provided valuable insights into both emotion regulation theory. They also contributed to the related sections in the manuscript. C.E. provided invaluable feedback and technical guidance to interpret the design and the detail of the field study. He also performed comprehensive critical editing to increase the overall quality of the manuscript. All authors have read and agreed to the published version of the manuscript.

This work has been supported by AffecTech: Personal Technologies for Affective Health, Innovative Training Network funded by the H2020 People Programme under Marie Skłodowska-Curie Grant Agreement No. 722022. This work is supported by the Turkish Directorate of Strategy and Budget under the TAM Project number DPT2007K120610.

Conflicts of Interest

The authors declare no conflict of interest.

Essay on Stress Management

500 words essay on stress management.

Stress is a very complex phenomenon that we can define in several ways. However, if you put them together, it is basically the wear and tear of daily life. Stress management refers to a wide spectrum of techniques and psychotherapies for controlling a person’s stress level, especially chronic stress . If there is effective stress management, we can help one another break the hold of stress on our lives. The essay on stress management will throw light on the very same thing.

Identifying the Source of Stress

The first step of stress management is identifying the source of stress in your life. It is not as easy as that but it is essential. The true source of stress may not always be evident as we tend to overlook our own stress-inducing thoughts and feelings.

For instance, you might constantly worry about meeting your deadline. But, in reality, maybe your procrastination is what leads to this stress than the actual deadline. In order to identify the source of stress, we must look closely within ourselves.

If you explain away stress as temporary, then it may be a problem. Like if you yourself don’t take a breather from time to time, what is the point? On the other hand, is stress an integral part of your work and you acknowledging it like that?

If you make it a part of your personality, like you label things as crazy or nervous energy, you need to look further. Most importantly, do you blame the stress on people around you or the events surrounding you?

It is essential to take responsibility for the role one plays in creating or maintaining stress. Your stress will remain outside your control if you do not do it.

Strategies for Stress Management

It is obvious that we cannot avoid all kinds of stress but there are many stressors in your life which you can definitely eliminate. It is important to learn how to say no and stick to them.  Try to avoid people who stress you out.

Further, if you cannot avoid a stressful situation, try altering it. Express your feelings don’t bottle them up and manage your time better. Moreover, you can also adapt to the stressor if you can’t change it.

Reframe problems and look at the big picture. Similarly, adjust your standards and focus on the positive side. Never try to control the uncontrollable. Most importantly, make time for having fun and relaxing.

Spend some time with nature, go for a walk or call a friend, whatever pleases you.  You can also try working out, listening to music and more. As long as it makes you happy, never give up.

Get the huge list of more than 500 Essay Topics and Ideas

Conclusion of the Essay on Stress Management

All in all, we can control our stress levels with relaxation techniques that evoke the relaxation response of our body. It is the state of restfulness that is the opposite of the stress response. Thus, when you practice these techniques regularly, you can build your resilience and heal yourself.

FAQ of Essay on Stress Management

Question 1: What is the importance of stress management?

Answer 1: Stress management is very efficient as it helps in breaking the hold which stress has on our lives. Moreover, you can also become happy, healthy and more productive because of it. The ultimate goal should be to live a balanced life and have the resilience to hold up under pressure.

Question 2: Give some stress management techniques.

Answer 2: There are many stress management techniques through which one can reduce stress in their lives. One can change their situation or their reaction to it. We can try by altering the situation. If not, we can change our attitudes towards it. Remember, accept things that you cannot change.

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Sample Essay On Stress In A Workplace

Type of paper: Essay

Topic: Workplace , Stress , Employee , Management , Psychology , Health , Organization , Human Resource Management

Words: 1800

Published: 11/30/2022

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Annotative Bibliography

Colligan, W.T, Higgins, M.E,(2005). Workplace stress: Etiology and the Consequences. Journal of Workplace Behavioral Health. Vol. 21(2) 2005. This journal focuses on workplace stress by identifying factors that contributes to stress at workplace and the resultant impact of stress on employees productivity and personal life. Managers can play a critical role in reducing or eliminating stress on epmloyess by creating a conducive work environment, providing employees assistance program in stress management and identifying and reducing work tension between individuals or groups in a work setting. This would results to improved productivity and improved workplace dynamic. Richardson, M.K, Rothstein, R.H, (2008). The Effects of Occupational Stress Management Intervention Programs: A Meta-Analysis. Journal of Occupational Health Psychology. New York. Vol. 13, No. 1, 69-93. This article looks at the different Stress Management Intevention (SMI) programs used by organizations and their effectiveness in managing stress at work. A stress management intervention is a program that seeks to reduce work-related stressors so as to minimize the negative results of exposure to these stressors. To determine how effective the SMI implemented in an organization is, researchers can examine the outcomes at organizational level in terms of productivity or at individual level by observing the psychological or physiological measures. Michie, S., (2002). The Causes and management of Stress at Work. Occupational Environment Medic. London. Vol. 59, 67-72. In this journal, Michie looks at some causes of stress at work and how it can be managed. Stress at work can be caused by internal factors at work such as the pressure of work deadlines, job insecurity, complex tasks, long working hours, poor relationships at work between employees, work overload or external factors such as family demands or long commuting hours. This is in employer’s long term economic interests to help minimize or eliminate stress. Since stress is likely to lead to high workers turnover, absence, early retirement, reduced productivity as well as client satisfaction. The stress can be managed at individual level like training and psychological services like clinical or occupational counseling, or at organizational level interventions like restructuring work or providing psychological support such as social supports or simply employees participation in decision-making processes. Saha D, Sinha R, Bhavsar K., (2011, April 15). Understanding the Job Stress among Healthcare Staff. Online Journal of Health and Allied Sciences. Mangalore, South India.Vol 10 (1) 2011. This research article evaluates the sources of job stress among healthcare workers to identifying measures on how best to reduce work-related stress. Small payment of employees and work overload were found to contribute immensely towards stress at work. The working conditions are the primary source of stress but with a sound management intervention such as proper workload management, adequate staffing, improved payment, recognition of efforts along with ongoing training and stress management support would improve the productivity of the workforce.

Introduction

Workplace stress is defined as the change in an individual’s physical or mental state in reaction to shifts in the work environment that pose a challenge or harm to that individual.This applies in particular when the job requests do not match the worker’s capabilities, resources, and needs. Stress can be divided into two categories; that is eustress also known as positive or good stress with positive effects on an individual. The second category, on the other hand, is distress which comes with adverse effects. Globally documented as a challenge to personal physicall and mental health,besides organizational health, stressed employees are usually found to be unhealthy, less motivated, less productive and less safe at work. An organization’s competitiveness in the market is determined by the productivity of its' workforce. It is, therefore, necessary for managers in an organization to make proper interventions and help manage the well-being of employees and provide support to them whenever in stress so as to realize their maximum potential and productivity in their work. Better employment practice should include evaluating the risk of stress amongst employees, identify causes of stress at work and determine who is at risk to be affected and finally deciding what can be done to prevent stress at work.

Stress is not only a bodily response to a difficult or stressful condition. It is a contact between that individual and the source of demand within their environment (Colligan and Higgins, p 92). Different factors contribute to workplace stress. These factors are associated with workplace stress and health risks. They can be categorized as those brought about due to the content of work and those related to the social and organizational setting of work. Example of factors associated with the job include work overload, pressure to meet deadlines, the complexity of tasks, long working hours and poor physical work conditions like space (Miche, p3). The role of the employee in an organization regarding responsibility also contributes to stress, as there are times where workers in an organization are required to perform multiple functions simultaneously, particularly when the work is unclear, and there are conflicting roles and boundaries. Other causes pertain to the promotion at workplace, work security, and career development, especially in the current time of technological changes where employees’ roles could be phased out by inventions that limits opportunities for their creativity. Aside from that, interpersonal relationships between workers in the workplace and group dynamics have been found to be among primary factors of stress. The staff’s emotional, behavioral, physiological and cognitive response to stress is directly related to the characteristic of the cause of stress, the resources available to the employee to prevent pressure, as well as the employee’s personal characteristics. Based on this, individuals can react differently to stressors in an organization. To some, stress can propel them to achieve their personal goals and come out shining through the challenging moments. However, to some individuals, it can be burdensome with significant impact on their mental, emotional and physical well-being. It is important therefore for managers to understand the causes of stress and strategies that can be implemented to help prevent or overcome them. This would result in improved employee’s performance and productivity. Even though stress at work can be external, for example, family demands or any other personal problems at home, it is advisable to the managers to show social support and care in such moments. Such encouragement or aid in time of need would still enable the employees to perform productively at work.

Recommendations

As a recommendation, to reduce or eliminate the stress within the work force, it is vital for every organization to have a Stress Management Intervention program. These interventions can be grouped into primary, secondary or tertiary interventions (Richardson and Rothstein, p70). In primary interventions, the sources of stress at work are identified. After the identification, the working conditions of the employees are changed or improved, creating a conducive environment that enables them to be productive without any undue pressure. An example, in this case, is reducing the workload by distributing work among employees or employing adequate staff to cater for the job demands (Saha, Sinha, and Bhavsar, p4). Managers should do a job analysis to determine the number of resources and skills required to complete a given task before assigning the work correctly. Where the organization falls short of the necessary manpower or financial capability to hire new resources, the work can be subdivided into small tasks and assigned to different employees with regards to their skills. The organization structure can also be altered in terms of management, in either the supervision or transfer of employees to departments they best fit in based on their skills to ease the complexity of work, flow of information in addition to distributed decision making with the focus on removing stressors from the workplace. When it comes to secondary interventions, the focus is to reduce the severity of stress symptoms by helping employees improve their transaction with the environment. This is the widely used intervention that has proven positive results based on their outcomes .Here managers provide employees with access to stress management programs or health services to help them manage stressful situations in the form of training. Employees will be trained how to use behavioral skills like the change of diet, deep-breathing, meditation, exercise, time management, goal setting and relaxation methods to get rid of the psychological and physical side effects of stress. The tertiary interventions are almost similar to the Secondary one though here programs are not just to take employees through training that can reduce stress symptoms; they are also meant to treat the health conditions of workers through free and confidential access to qualified health professionals.

Stress in the workplace has a cost to both an employee in an organization as well as the organization as a whole regarding psychological, physiological and financial costs. The performance of the employees goes hand-in-hand with the prevailing work conditions besides the well-being of an individual. Heart diseases, immunosuppression, and chronic pain are some of the physical disorders of stress that affect productivity in an employee. Depression, persistent anxiety, pessimism, and resentment are psychological disorders associated with workplace stress. The stress can lead to hostility between employees or with their managers, interpersonal conflict, small production, high staff turnover or low morale in the workplace. The cognitive behavioral training designs to educate staffs on the role of their beliefs and emotions in managing demanding situations and to provide them with skills necessary to revise their opinions to facilitate adaptive coping is touted to be one of the best intervention to alleviate stress. Successful interventions should involve both an employee and the organization by providing training that helps one to identify the stress and the cause, the approach or method to be used to tackle them. Collaborative decision-making processes and problem-solving processes in an organization increases support and improve communications in an organization reducing frictions between employees or workgroups besides on-the-job training on how to cope with stress and resolve conflicts. By creating a conducive work environment and providing social support to employees in distress, the management can be able to motivate their staff to reach their full potential with significant improvement in production. This, in turn, translates into a competitive organization in the market with a healthy workforce.

Colligan, W.T, Higgins, M.E,(2005). Workplace stress: Etiology and the Consequences. Journal of Workplace Behavioral Health. Vol. 21(2) 2005. Richardson, M.K, Rothstein, R.H, (2008). The Effects of Occupational Stress Management Intervention Programs: A Meta-Analysis. Journal of Occupational Health Psychology. New York. Vol. 13, No. 1, 69-93. Michie, S., (2002). The Causes and management of Stress at Work. Occupational Environment Medic. London. Vol. 59, 67-72. Saha D, Sinha R, Bhavsar K., (2011, April 15). Understanding the Job Stress among Healthcare Staff. Online Journal of Health and Allied Sciences. Mangalore, South India.Vol 10 (1) 2011.

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Scientific Management: Revolutionizing the Workplace then and Now

This lively essay takes a deep dive into the world of scientific management, a revolutionary concept introduced by Frederick Taylor in the early 20th century. It paints a vivid picture of how Taylor’s groundbreaking idea transformed the chaotic industrial workplace into a haven of efficiency and productivity. The essay explores Taylor’s approach to optimizing work tasks through scientific methods, emphasizing the importance of selecting and training the right person for each job. While acknowledging the criticisms of scientific management, particularly its tendency to reduce workers to repetitive, robotic tasks, the essay also highlights its enduring legacy in modern business practices. From manufacturing to software development, Taylor’s influence is still evident, though now with a more nuanced balance between efficiency and worker satisfaction. The essay provides an engaging and accessible look at how Taylor’s principles have evolved over time, offering insights into the ongoing quest for efficiency in the workplace without losing sight of the human element. At PapersOwl too, you can discover numerous free essay illustrations related to Management.

How it works

Imagine the industrial world as the Wild West of productivity in the early 1900s, with factories humming with activity. Along comes Frederick Taylor with an idea that’s about to turn everything on its head. This is the story of scientific management, a concept that might sound a bit stuffy, but trust me, it’s anything but. It’s about shaking up the workplace and setting the stage for how we work today, over a century later.

Taylor looked around and saw work being done in all sorts of haphazard ways.

It was like everyone had their own recipe for baking a cake, but no one knew which one tasted best. His big idea? Let’s get scientific about it. Why not study these tasks, break them down, and figure out the most efficient way to do them? It was groundbreaking, and a bit like someone suggesting you use a GPS instead of a paper map on a road trip.

One of the coolest things about Taylor’s approach was how he put a spotlight on workers. He wasn’t just about fancy tools and techniques; he believed in picking the right person for the right job and then training them to be the best at it. It meant that businesses could crank up their productivity, and workers – well, they got to be part of this efficiency revolution, often with better pay to boot.

But let’s not put on rose-tinted glasses just yet. Taylor’s approach had its fair share of side-eyes and raised eyebrows. Critics argued that it turned workers into robots, doing the same thing over and over, zapping all the creativity and joy out of work. And they had a point. Imagine doing the same tiny task, day in, day out – not exactly a recipe for job satisfaction.

Fast forward to today, and Taylor’s fingerprints are all over our workplaces. The idea of making jobs more efficient and streamlined? That’s Taylor 101. From the way cars are built to how your favorite apps are developed, his legacy lives on. But we’ve also learned a thing or two since Taylor’s days. Now, there’s a bigger focus on making sure workers aren’t just efficient, but happy and fulfilled too. We’re trying to find that sweet spot where efficiency meets job satisfaction.

In wrapping up, think of scientific management as the grandparent of modern work practices. It started a conversation about efficiency and productivity that we’re still having today. Sure, it wasn’t perfect, and it needed a few tweaks (okay, maybe more than a few) to fit into our modern world. But at its heart, it was about making work better, and that’s something we can all get behind. Taylor’s legacy is a reminder that even century-old ideas can still have a little gas left in the tank, driving us towards smarter, more efficient ways of working.

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4 Reasons Why Managers Fail

• Swagatam Basu,
• Atrijit Das,
• Vitorio Bretas,
• Jonah Shepp

Nearly half of all managers report buckling under the stress of their role and struggling to deliver.

Gartner research has found that managers today are accountable for 51% more responsibilities than they can effectively manage — and they’re starting to buckle under the pressure: 54% are suffering from work-induced stress and fatigue, and 44% are struggling to provide personalized support to their direct reports. Ultimately, one in five managers said they would prefer not being people managers given a choice. Further analysis found that 48% of managers are at risk of failure based on two criteria: 1) inconsistency in current performance and 2) lack of confidence in the manager’s ability to lead the team to future success. This article offers four predictors of manager failure and offers suggestions for organizations on how to address them.

The job of the manager has become unmanageable. Organizations are becoming flatter every year. The average manager’s number of direct reports has increased by 2.8 times over the last six years, according to Gartner research. In the past few years alone, many managers have had to make a series of pivots — from moving to remote work to overseeing hybrid teams to implementing return-to-office mandates.

• Swagatam Basu is senior director of research in the Gartner HR practice and has spent nearly a decade researching leader and manager effectiveness. His work spans additional HR topics including learning and development, employee experience and recruiting. Swagatam specializes in research involving extensive quantitative analysis, structured and unstructured data mining and predictive modeling.
• Atrijit Das is a senior specialist, quantitative analytics and data science, in the Gartner HR practice. He drives data-based research that produces actionable insights on core HR topics including performance management, learning and development, and change management.
• Vitorio Bretas is a director in the Gartner HR practice, supporting HR executives in the execution of their most critical business strategies. He focuses primarily on leader and manager effectiveness and recruiting. Vitorio helps organizations get the most from their talent acquisition and leader effectiveness initiatives.
• Jonah Shepp is a senior principal, research in the Gartner HR practice. He edits the Gartner  HR Leaders Monthly  journal, covering HR best practices on topics ranging from talent acquisition and leadership to total rewards and the future of work. An accomplished writer and editor, his work has appeared in numerous publications, including  New York   Magazine ,  Politico   Magazine ,  GQ , and  Slate .

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Managing chronic pain in the workplace isn't easy for employees or employers. Here's some advice

In 1987, Keith Wyatt had an accident that   transformed his entire life.

At the time, he was working as a builder installing ceiling sheets.

"I was up on scaffolding and [my workmate] dropped his end [of the ceiling sheet], and the sheet then fell down and pushed me sideways off the scaffolding," Wyatt recalls.

"I fell 22 metres into a concrete shaft. So basically, I broke quite a lot of bones in my body and tore ligaments."

Wyatt spent the next year in hospital and heavily medicated. At one point, he was offered spinal surgery, which he declined because he wasn't given a guarantee that the operation would fix the problem.

He's been living with chronic pain ever since. And he's not alone. One in five Australians over the age of 45 live with chronic pain, and it can affect every aspect of their lives, including their work life.

Yet, despite its prevalence, some people are still reluctant to talk about it in the workplace.

Suffering in silence

Over the years, Keith Wyatt has been reluctant to disclose his experiences with chronic pain out of fear of being misunderstood.

"Your employers and people you work with, they are really in the dark, they don't understand at all. And what I have found in my own personal experience is that stress over time makes it flare up, if you don't know how to manage it," he says.

"And I had never realised that for the 30 years I had pain, when I had really bad times with it, I always had very stressful times."

The accident had a financial impact on him because he didn't have sick leave, and it took him 18 months before he could work again. When he finally did return to work on light duties, he was reluctant to speak up about the pain he was experiencing.

"Half the time they can't see a physical injury anymore, so they don't think there's anything wrong with you, and they can't understand when you say I just can't get up ... I can't walk for this long.

"You find it's hard to get the right help," he says. 

Dr Duygu Biricik Gulseren says there's still a lot of stigma surrounding the discussion of chronic pain in the workplace.

"Research shows that stigma, whether it's internal or external, can lead to silence [which] can be a barrier in getting help that we need. And this help can be … [about] managing work and working [while] in pain," says Dr Gulseren, who is an assistant professor at Canada's York University school of Human Resource Management.

As a result of this silence, Dr Gulseren says managers may not know what is going on with their employees.

"If you don't know what exists, how can you manage them, right? So ultimately, there's a chance that you would lose your human capital and, in the case of chronic pain, it's 20 per cent of your workforce."

Living with chronic pain

Chronic pain is when someone's pain lasts longer than three months.

Historically it's been described as pain occurring from tissue damage. More recently, researchers have acknowledged that it can be attributed to not just physical damage but also psychological damage, Dr Gulseren says.

"Chronic pain is a very individualistic experience. So not every two people experience pain in the same way, even though they have the same diagnosis and same underlying conditions," she says.

She says contemporary pain researchers mostly agree on the biopsychosocial model of pain.

"That means not only biological factors, but also psychological and social factors play a huge role in how people experience pain." 

For those who do experience chronic pain, getting help to manage their symptoms isn't always easy. Often people are put onto long waiting lists to get help.

In the early 2000s, Kathy Hubble worked as a registered nurse at a major Sydney hospital. During that time, she saw many patients with chronic pain who had to wait up to three years to have an initial consultation with a pain specialist.

"There were so many people out there suffering, it was just incredible. And I just thought, there's got to be a way that we can give people some tools to use in the meantime, while they're waiting to see a pain specialist," Ms Hubble says.

She says, at the time, there was a lack of education on how people could manage their chronic pain.

"They still didn't have knowledge about what they could do at home that would help them and prevent … [their] pain getting worse and accidental overdoses," she says.

It prompted her to start a program on pain management at a GP clinic in New South Wales. In that program she combined behavioural science and AI to help people manage their pain and reduce opioid use.

The program measures activity levels, as well as oxygen saturation and heart rate variability (a measure of resilience) to better understand chronic pain.

Program managers can also monitor sleep patterns, how sleep is interacting with mood, and how mood is interacting with function.

"Behaviour is the essence of working their way out of this horrible scenario that they're in," she says.

Getting back to routine

Keith Wyatt is one of those who benefited from the program. More than three decades after his workplace accident, he was still experiencing ongoing neck, shoulder, back and sciatic pain.

He says doctors told him that his nervous system had inflammation that caused the pain sensors to react. They also said this had been going on so long that his brain had gotten used to it, which was keeping him sensing pain when it should have passed.

"After I did the program, it actually got better," he says.

And he continues to work today.

Ms Hubble says the clinic has seen around a 50 per cent reduction in depression, anxiety, fatigue and sleep disturbance from those with chronic pain who have taken part in the program.

"Most importantly, we had around a 50 per cent reduction on average in pain score. So that's the difference between functioning and not functioning," she says.

"So if you think about it, if you had a pain score of eight out of 10, which is quite severe, and you were able to halve that, you could function, you could get stuff done, you can get back to work, you can really enjoy life. And that's important."

Helping people manage their chronic pain allows them to stay in the workforce. It also prevents them from retiring early, which can further add to financial distress, Ms Hubble says.

"A lot of the people that we work with are on a workers compensation claim, or an income protection claim. And we now know that it is far, far better to be back at work and feeling like they have a purpose," she says.

"Because once they lose their purpose, which is their work … they lose so much more emotionally, physically, and psychologically.

"So we want to try and engage them back into the work environment, or connect them with a new employer."

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