Occupational stress, rescue workers and English law

This paper shows how two strands of English case law, one establishing liability to compensate for shock suffered by those at the scene of disaster, and the other concerned with physical injury suffered by rescuers, were brought together in the 1960s to provide a remedy for a rescuer suffering from what the law describes as 'nervous shock'. It further traces the development of employers' liability in this context, but finds that the law provides few examples of the contractual duty of employers to protect employees generally against stress that may cause psychological injury. It points out that there is no case law on the liability of employers for stress suffered by rescue workers, whether professional or otherwise. It notes that law reports give little guidance as to the medical evidence judges require to persuade them that nervous shock has been suffered. Finally, it spells out that EC-inspired regulations could now be used to require employers to assess, and take steps to control, stress to which their employees, including rescue workers, are exposed.     

Inequity at work: Its measurement and association with worker health

Abstract

This paper considers the extent to which stress-induced illness can be regarded as a personal injury that could give rise to civil action for damages against employers in the UK. It outlines the results of a brief survey of personal injury solicitors, which indicates that claims are already being initiated by employees who allege they have suffered a stress-induced illness. The potential for claims within industrial tribunal cases that have already been decided is also examined. Consideration is given to the hurdles that litigants will have to surmount, such as proving that their condition was in fact caused by some feature of their working conditions, showing that it was foreseeable that they would suffer a stress-based injury, and demonstrating that their employer was in some way at fault. This leads to a questioning of what employers can do to protect themselves from such claims, or at least defend them successfully. The paper points out that success is likely to depend heavily upon the quality of expert medical opinion, and also upon policy conditions that may influence those adjudicating on such cases. It is concluded that the cost of losing claims may be significant, and that employees who ignore the warning signs do so at their peril.     

Employee stress litigation: The UK experience

This paper considers the extent to which stress-induced illness can be regarded as a personal injury that could give rise to civil action for damages against employers in the UK. It outlines the results of a brief survey of personal injury solicitors, which indicates that claims are already being initiated by employees who allege they have suffered a stress-induced illness. The potential for claims within industrial tribunal cases that have already been decided is also examined. Consideration is given to the hurdles that litigants will have to surmount, such as proving that their condition was in fact caused by some feature of their working conditions, showing that it was foreseeable that they would suffer a stress-based injury, and demonstrating that their employer was in some way at fault. This leads to a questioning of what employers can do to protect themselves from such claims, or at least defend them successfully. The paper points out that success is likely to depend heavily upon the quality of expert medical opinion, and also upon policy conditions that may influence those adjudicating on such cases. It is concluded that the cost of losing claims may be significant, and that employees who ignore the warning signs do so at their peril.     

ENOP: Organizational issues in hospitals

Abstract

The major aim of this study was to examine how job stress in the offshore working environment may affect workers experience of strain. This study also analyses both the main and moderator effect of social support on the association between job stress and strain. The association between strain and absenteeism is also analysed. The analyses are based on a self-completion questionnaire survey among employees on offshore oil installations in the Norwegian part of the North Sea (n = 1137). The data collection was carried out in 1994. A similar study was conducted in 1990. Job stress was found to be associated with job dissatisfaction, as well as experience of strain. Social support from a supervisor had a main effect on strain. Some evidence of the moderating effects of social support were found. The employees who had been absent from work experienced most strain. It is concluded that job stress predicted job dissatisfaction and strain. In turn, strain and absenteeism were associated with each other. These results suggest that improving organizational and social factors should be the focal area in health promotion in the offshore oil industry.     

Talking about work stress: Discourse analysis and implications for stress interventions

This study used discourse analysis to explore the way in which employees understand work stress. Twenty-two female clerical workers in a Canadian city participated in focus group meetings where they talked about and made sense of their experiences of work stress. The women's accounts were analysed using discourse analysis methods (i.e. an examination of how talk is constructed). The findings revealed that talking about being stressed provides a socially acceptable way of expressing discomfort and regaining a sense of importance that is lost through feeling under-valued and under-appreciated in the organization. In contrast, admitting to being unable to cope with stress was considered to be 'abnormal'. The stress discourse fosters a sense of helplessness and ambiguity by not acknowledging external influences on clerical workers' experiences, such as their place within the power structure of the organization, and by limiting their sense of agency and control over problems experienced at work. The implications of these findings for organizational culture and interventions are discussed. For example, employers are encouraged to be conscious of the messages being sent to employees about how negative emotions or distressing experiences at work are to be addressed (i.e. how 'stress' is to be managed). Recommendations are made for future research using discourse analysis, such as the examination of alternative discourses that aim to improve conditions at work.     

Criteria for evaluating qualitative studies

Many countries are becoming increasingly reliant upon an aging workforce. Yet, much literature positions older workers as ‘last resort’ employees, held in low esteem by employers whose preference for youth extends into decision-making about workplace engagement and support. As part of a broader study on maintaining the competence of older workers, we investigated the extent to which a group of employees in Australia aged 45 or more perceived they were discriminated against because of their age, including access to training, promotion opportunities and job security. Against expectations arising from the literature, informants reported little in the way of explicit age-related bias in their employment, opportunities for advancement and further development. Although the informants have particular characteristics and featured paraprofessional and professional workers, the contrast is noteworthy between what is reported in the literature and often premised on surveys, and our data were based on interviews. The findings indicate a need to be wary of making easy generalizations about the extent to which older workers per se are discriminated against in the workplace, while at the same time acknowledging that such discrimination exists, and perhaps for particular kinds of workers. In addition, we found a range of nuanced responses that suggest there are tensions between discriminations policies and practice that are a challenge for human resource development professionals.     

Transfer from expatriate to local contracts: a multiple case study of an unexpected career transition

The transfer of company-assigned expatriate employees from balance sheet expatriate contracts to local contracts is an alternative international assignment compensation strategy increasingly adopted by global corporations. Despite its growing popularity, there is a significant lack of research on the impact (both professional and personal) of transferring employees from expatriate to local contracts. The purpose of this qualitative case study was to investigate this emerging international HR trend, with specific focus on exploring the experiences of career transition of company-assigned long-term expatriates (delayed localization) to local contracts at multinational organizations located in Sweden and America. Eight individual cases were analyzed. Findings revealed that localization was an unexpected career transition, a negative type of career shock, characterized by limited support from employers, mentors, and local colleagues. The findings further indicated that localization was a type of career transition rather different from other previous career transitions experienced by participants; it represented a major career and life transition. Based on the findings, we proposed HRD interventions to assist expatriates during the transition from expatriate to local contracts. Areas for future research are also suggested.     

Work–family conflict and crossover in volunteer emergency service workers

Abstract

A growing literature indicates that organizational and work demands place pressure on the partners and families of volunteer workers as it does on paid workers. This study evaluated a conceptual model integrating work–family conflict and stress crossover theoretical frameworks, to investigate the mechanisms by which emergency service volunteer work, specifically, predicts outcomes for the partners of volunteers. Matched data from 102 couples in which one partner was an Australian emergency services volunteer – firefighter, ambulance officer or emergency rescue volunteer – were analysed using structural equation modelling analyses. Findings suggested that one mechanism by which inter-role conflict related to partner adjustment was through elevated withdrawn marital behaviour and decreased intimacy reported by the couple, which indirectly affected partners’ distress. This finding regarding withdrawn behaviour appears to be novel and may also be applicable to paid workers. Alternative mechanisms involving role overload and angry marital behaviour were not supported. These findings extend limited research which has adapted organizational theory to understand processes affecting volunteer workers, and advance conceptual accounts of the mechanisms through which the partners and families of workers are impacted by inter-role conflict.     

12 HRM and Distributed Work

Abstract

The phenomenon of managing work that is distributed over geographical distance is not new but is increasing in both frequency and intentionality as a function of globalization and knowledge-centric strategies. I review the literature on geographically distributed work, both that which highlights liabilities of loss of proximity and more recent research that emphasizes “virtual teams” as an intentional organizing device. I explore the adaptations, remedies, and countervailing strategies deployed to support such teams, contrasting those that minimize distance with those that increase individual and group capacity for coping with distance. I also emphasize that other dimensions of distance—cultural, administrative, and economic—affect the organization of work, the experiences of those doing the work, and individual and organizational outcomes. Here I highlight the “blended workforce” in which standard (traditional employees) and nonstandard (temporary and contract) workers are organized to accomplish interdependent tasks—and again contrast problems of distance with emergent adaptations. Finally, I explore the implications for human resource management (HRM), first considering which HR systems are best suited to work distributed over different types of distance, and then reviewing literature on specific HR practices—selection, training, task/job design, compensation, and performance appraisal. I close by arguing that HRM research must reach beyond its past focus on managing employees within a single firm over a prolonged career under collocated conditions. As the world generates countless new distance-related phenomena, our research must tackle the challenges of managing both standard and non-standard workers engaged in interdependent tasks of limited duration across multiple employers/clients and involving multiple dimensions of distance.     

The effects of new dimensions of psychological job demands and job control on active learning and occupational health

Abstract

Recent changes in job content may have led to changes in job demands and control, and earlier operationalizations of the demand concept may be too general (MT). The aim of this paper is to show how new dimensions of psychological job demands are related to two sets of outcome variables, employee health and active learning, and how these relationships are modified or interact with social support and types of job control. The study was carried out as a survey among employees of 13 electric companies in Norway, N=2435. Lisrel was used to assess the fit of the proposed models. Compared to the traditional demands control model, an extended version used in this study increased the explained variance on an average by 4% on various occupational health variables. It was found that various dimensions of demands were differentially related to the outcome variables. Skill discretion uniformly reduced the effect of the demands: for groups low in skill discretion there was a stronger relationship between demands and outcomes than for groups high in skill discretion. The interaction pattern for the remaining control and support variables was however more complicated and warrants further study. The practical implications are that employers should carefully consider the quality of work. Special attention should be given to the quantitative demands of the jobs, since there seems to be few moderators for the relationship between those demands and job stress and subjective health complaints.     

Dimensions of work–home culture and their relations with the use of work–home arrangements and work–home interaction

Abstract

This study examined the associations of work–home culture with (a) demographic and organizational characteristics, (b) the use of work–home arrangements, and (c) negative and positive work–home interaction, among 1,179 employees from one public and two private organizations. Substantial support was found for a 2-factor structure of a work–home culture measure differentiating between “support” (employees’ perceptions of organization's, supervisors’, and colleagues’ responsiveness to work–family issues and to the use of work–home arrangements) and “hindrance” (employees’ perceptions of career consequences and time demands that may prevent them from using work–home arrangements). This 2-factor structure appeared to be invariant across organizations, gender, and parental status. Significant relationships with organizational characteristics, the use of work–home arrangements, and work–home interaction supported the validity of these two cultural dimensions. It is concluded that if employers want to minimize work–home interference, to optimize positive work–home interaction, and to boost the use of work–home arrangements, they should create a work–home culture that is characterized by high support and low hindrance.     

Job stress and employee strain in Indian executives

Abstract

This paper reports a study which examined: the effects of job stress on strain, the pattern of stress and strain in three different work groups, and differences in the levels of job stress and strain due to occupational level The respondents consisted of ‘executives’ from a large steel manufacturing organization. Regression analyses indicated that job future ambiguity had a significant negative effect on job satisfaction in each group of executives. Further, role overload (in the case of production executives) and role ambiguity (in the case of data processing executives) had negative effects on job satisfaction. Role overload accounted for fatigue among the personnel as well as among production executives. The data indicated that the patterns of stress and strain were different in the three groups of employees. The examination of differences due to occupational level indicated that the employees of middle levels had more role ambiguity than those at the higher levels. No significant differences were observed on other dimensions. The implications of these findings are discussed.     

Work and religious faith: How people of faith relate to their employers

This article focuses on the connection between the religious faith of employees and their relationships with employers. There are two models for how religionists understand their role in the world: they can either try to model behavior not common in a secular world or infiltrate the structures of society in the hope of bringing about social change. Most employees tend to be infiltrators. Further, employees tend to internalize the values of their employers. But it may well be that the moral and religious beliefs of employees can benefit employers by providing the latter with access to different perspectives. In particular, the long-range perspective common to religionists may be helpful to corporations that tend to focus on short-term considerations.     

Assessing the Effects of the ‘Mobility Lists’ Programme by Flexible Duration Models

The ‘Mobility Lists’ programme handles collective redundancies, and combines income support to eligible dismissed employees with benefits to employers who hire them. Benefits vary according to dismissing firm size and are greater for older workers. We focus on the differential effects of programme treatments on the probability of moving from unemployment into permanent jobs. We specify flexible duration models in order to estimate the profile of differential effects over time. Older workers, enjoying longer packages of benefits, have significantly lower chances of moving to employment. Differential effects vary with time and are higher when younger workers approach the expiry of benefits.     

Health care costs: saving in the private sector

Robeson offers a number of options to employers to help reduce the impact of increasing health care costs. He points out that large organizations which employ hundreds of people have considerable market power which can be exerted to contain costs. It is suggested that the risk management departments assume the responsibility for managing the effort to reduce the costs of medical care and of the health insurance programs of these organizations since that staff is experienced at evaluating premiums and negotiating with third-party payors. The article examines a number of short-run strategies for firms to pursue to contain health care costs: (1) use alternative delivery systems such as health maintenance organizations (HMOs) which have cost-cutting potential but require marketing efforts to persuade employees of their desirability; (2) contracts with third-party payors which require a second opinion (peer review), a practice which saved one labor union over $2 million from 1972 to 1976; (3) implementation of insurance coverage for less expensive outpatient care; and (4) the use of claims review. These strategies are compared in terms of four criteria: supply of demand for health services; management effort; cost; and time necessary for realized savings. Robeson concludes that development of a management plan for containing health care costs requires an extensive analysis of alternatives, organizational objectives, existing policies, and resources, and offers a table summarizing the cost-containment strategies that a firm should consider.     

The impact of learning opportunities and decision authority on occupational health

In an investigation of 418 employees in the Norwegian Postal Service, employees with high learning opportunities and high decision authority were found to be better off on psychological functioning, health and organizational outcome variables than employees with low scores on these variables. Decision authority and learning opportunities had specific and independent impact on subjective health, psychological functioning, coping style and organizational outcome variables. There were, however, also interaction effects between demands, learning opportunities, and decision authority on subjective health. Learning opportunities and decision authority were operationalized with a questionnaire, supplemented with questions on the opportunities to learn skills beyond the present job situation. It is suggested that this is a particularly important dimension for coping with the present day rapid changes in working life, where the objective for many workers will be to broaden their repertoire and competence to increase their flexibility in the labour market.     

Job relocation: Stress and the role of the family

Job relocation is an accepted feature of the career structure for an ever increasing number of employees. Moving from one work environment to another, coupled with relocating the family, can induce stress and so influence performance at work. This paper reviews the available evidence concerning possible roles the family may play in the relocation process. It is argued that a systemic approach is ideally suited to unravelling the complex relationship between work and home environments that underlies the process of individual and family adaptation to relocation. This relationship must be understood in order to provide constructive advice to employers concerning effective relocation policies.     

The Role of Family Ties in the Labour Market. An Interpretation Based on Efficiency Wage Theory

By casual empiricism, it seems that many firms take explicit account of the family ties connecting workers, often hiring individuals belonging to the same family or passing jobs on from parents to their children. This paper makes an attempt to explain this behaviour by introducing the assumption of altruism within the family and supposing that agents maximize a family utility function rather than an individual one. This hypothesis has been almost ignored in the analysis of the relationship between employers and employees. The implications of this assumption in the efficiency wage models are explored: by employing members of the same family, firms can use a (credible) harsher threat — involving a sanction for all the family’s members in case of one member’s shirking — that allows them to pay a lower efficiency wage. On the other hand, workers who accept this agreement exchange a reduction in wage with an increase in their probability of being employed: this can be optimal in a situation of high unemployment. Moreover, the link between parents and children allows the firm to follow a strategy that solves the problem of an individual’s finite time horizon by its making use of the family’s reputation.     

Individual and organizational strategies for coping with organizational change

Abstract

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.