Management

HSE stressors - Control

By editor ⋅ February 2, 2009 ⋅  Printable version ⋅

In this second brief on the stressors contained in the Management Standards, we look at Control, and the implications for employers and employees.

What do the HSE say?

The Management Standards for Control are:

• Employees indicate that they are able to have a say about the way they do their work; and
• Systems are in place locally to respond to any individual concerns.

The HSE have found that employees who are not given an element of control, where possible, over the way they do their work will experience higher levels of stress than those who have a degree of freedom. Constraining employees leads to higher stress levels, whilst allowing workers to develop, learn, and take some responsibility for their actions mitigates stress.

What does this mean for employers?

Treating employees like machines, prescribing their actions and activities to high level of detail is not acceptable. It has been shown in numerous studies that the more control a person has over their environment, their workspace, workflow and work pace, the greater their satisfaction levels, and the lower their stress levels. This means that employers are being encouraged, wherever possible to trust their employees with a degree of responsibility to set their own working patterns, within set parameters. A simple example would be allowing employees to determine when they take their break. Unless the worker’s have hour to hour mission critical duties, it doesn’t really matter to the company whether their break is taken at 10am or 10:30am, but it does matter to the employee who can determine whether to finish a work element before taking a break.

Employers need to trust the employees to behave responsibly, and encourage them to grow, learn and take on new challenges. Workers who see no movement, no growth in their role feel trapped and suffer higher levels of stress. By allowing workers to develop, the organisation ensures the motivation of staff.

Within boundaries set by the organisation, allowing employees to choose their workflow, or work pattern, gives them control over their own personal space. The lack of such control leads to higher levels of stress.

What does this mean for employees?

Employees are encouraged to use their initiative and skill to carry out their work, and are actively encouraged to develop those skills to carry out new and challenging work. Employees have the ability to control their minute by minute workflow, and have the responsibility to complete tasks by deadlines, but to determine the manner in which those tasks are completed. They are able to have a say in when their breaks are taken, and are consulted over work patterns and matters which affect their work flow.

What are the signs of failure?

• employees have set times for carrying out specific tasks
• employee’s skill sets are stagnant
• low uptake on training programmes
• low employee morale, no innovation from employees

What are the indicators of success?

• employees not accountable for their actions minute by minute
• high level of innovation from employees
• workers constantly developing skill sets and evolving roles
• tasks set, deadlines met

Tags: management standards, stressors