Line management behaviour and stress at work Updated ... - CIPD
Line management behaviour and stress at work Updated ... - CIPD
Line management behaviour and stress at work Updated ... - CIPD
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<strong>Line</strong> <strong>management</strong> <strong>behaviour</strong> <strong>and</strong> <strong>stress</strong> <strong>at</strong><br />
<strong>work</strong>: upd<strong>at</strong>ed guidance for line managers<br />
Wh<strong>at</strong> is <strong>stress</strong>?<br />
Stress is the adverse reaction people have to excessive pressures or<br />
other types of dem<strong>and</strong>s placed upon them.<br />
There is a clear distinction between pressure, which can be a<br />
motiv<strong>at</strong>ing factor, <strong>and</strong> <strong>stress</strong>, which can occur when this pressure<br />
becomes excessive.<br />
Why does <strong>stress</strong> need to be tackled?<br />
• About one in six people say they find their<br />
<strong>work</strong> either very or extremely <strong>stress</strong>ful.<br />
• Work-rel<strong>at</strong>ed <strong>stress</strong> accounts for over a<br />
third of all new incidents of ill health.<br />
• The <strong>CIPD</strong> 2008 Absence Management<br />
survey found <strong>stress</strong> to be the leading<br />
cause of long-term absence in non-manual<br />
<strong>work</strong>ers.<br />
• Each case of <strong>stress</strong>, anxiety or<br />
depression leads to an average of 30.2<br />
<strong>work</strong>ing days lost.<br />
• In 2007–08, a total of 13.5 million <strong>work</strong>ing<br />
days were lost to <strong>stress</strong>, depression <strong>and</strong><br />
anxiety.<br />
• Nearly a third of organis<strong>at</strong>ions responding<br />
to the <strong>CIPD</strong> 2008 Absence Management<br />
survey reported an increase in <strong>stress</strong>rel<strong>at</strong>ed<br />
absence in the last 12 months.<br />
Wh<strong>at</strong> is already being done about <strong>stress</strong><br />
<strong>at</strong> <strong>work</strong>?<br />
The UK Health <strong>and</strong> Safety Executive (HSE) has<br />
published n<strong>at</strong>ional Management St<strong>and</strong>ards for<br />
<strong>work</strong>-rel<strong>at</strong>ed <strong>stress</strong> which provide guidance on<br />
best practice for employers. The overall aim of<br />
these st<strong>and</strong>ards is to bring about a reduction<br />
in the number of employees who go off sick<br />
or who cannot perform well <strong>at</strong> <strong>work</strong> because<br />
of <strong>stress</strong>.<br />
The Management St<strong>and</strong>ards <strong>and</strong> supporting<br />
processes are designed to:<br />
• help simplify risk assessments for <strong>stress</strong><br />
• encourage employers, employees <strong>and</strong> their<br />
represent<strong>at</strong>ives to <strong>work</strong> in partnership to<br />
address <strong>work</strong>-rel<strong>at</strong>ed <strong>stress</strong> throughout the<br />
organis<strong>at</strong>ion<br />
• provide a yardstick by which organis<strong>at</strong>ions<br />
can gauge their performance in tackling<br />
the key causes of <strong>stress</strong>.<br />
Full details of the Management St<strong>and</strong>ards can<br />
be found <strong>at</strong> www.hse.gov.uk/<strong>stress</strong>/st<strong>and</strong>ards<br />
Why is <strong>stress</strong> <strong>management</strong> particularly<br />
important to me as a manager?<br />
The Management St<strong>and</strong>ards initi<strong>at</strong>ive is driven<br />
from Health <strong>and</strong> Safety; however, much of the<br />
responsibility for its implement<strong>at</strong>ion will fall<br />
on line managers. This means managers need<br />
to know wh<strong>at</strong> <strong>stress</strong> is; <strong>and</strong> also underst<strong>and</strong><br />
wh<strong>at</strong> skills, abilities <strong>and</strong> <strong>behaviour</strong>s are<br />
necessary to implement the Management<br />
St<strong>and</strong>ards <strong>and</strong> manage employees in a way<br />
th<strong>at</strong> minimises <strong>work</strong>-rel<strong>at</strong>ed <strong>stress</strong>.<br />
As a manager, you play an important<br />
intermediary role between individual staff<br />
members <strong>and</strong> the organis<strong>at</strong>ion. As a result,<br />
you can help determine how well your<br />
organis<strong>at</strong>ion manages <strong>stress</strong> in its employees.<br />
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