Human Resource Management: Persons Wellbeing and Stress Management
Author: Rasika Ravindra Gurav
What is Human Resource Management?
Mazur N. et. al., (2023) states Human Resource Management (HRM) is the practice and process of managing an organization’s workforce or human resources. In today’s world, employees aren’t just doing tasks; they’re active participants in the economy, driving national development. Good management, especially in handling people, is essential for any organization’s success.
In a competitive environment, an organization’s effectiveness largely depends on its people. This means everyone in the workforce, and how well managers use this important resource. Managing people, which is about handling the workforce, is something every business does every day.
Persons Wellbeing in a work environment
Petcu et.al., (2023) has studied wellbeing of a person in work environment and stated Understanding the intricate connections between workplace well-being and an individual’s subjective well-being is crucial for shaping occupational health and safety policies and enhancing employee contentment and health. This research contributes to the development of a conceptual framework and measurement techniques for assessing employee well-being.
Economists, sociologists, and psychologists each approach employee well-being differently. Economists focus on factors like salaries, working hours, promotion opportunities, and social and health insurance. Sociologists evaluate aspects related to control, autonomy, and personal development. Psychologists consider the relationships within an organization and the trust and security it provides.
Many studies suggest that well-being at work is a primary goal of human resource management and a predictor of employee performance. Quality of professional life is closely linked to personal life quality. Occupational safety and health significantly impact employee performance. Perceived well-being in the workplace is associated with various factors such as training, the general work environment, and gender equality.
Greater well-being at work translates to overall improved well-being for employees. Achieving a work–life balance is a significant concern for both organizations and employees, as it leads to better health and well-being. Factors influencing work–life balance include age, working hours, education level, and household income. While these variables moderately affect employee health and well-being, they directly influence employee productivity and organizational outcomes.
Mental Health
Luberenga et.al., (2023) has explained in detail about mental health. Mental health is described by WHO as a state of well-being in which the individual realises his or her abilities, can cope with the normal stresses of life, can work productively and fruitfully and can contribute to his or her community. Mental health is the foundation of a person’s well-being and effective functioning at the workplace and the community at large. To promote mental health at the workplace, one should recognise the phenomenon of mental health as a state of balance of a person’s cognitive, behavioural, emotional, social and relational well-being at work.2 Such recognition and understanding of the phenomenon will help the person to seek help for the challenges related to mental health problems. Mental health issues can affect one in four people in the workplace at some point in their lives and has a significant impact on employee well-being. Mental health at the workplace especially stress, anxiety and depression are a major issue of concern to the workers. Globally, approximately 42% of the employed workers say that their stress levels are high or very high. Employees working in organisations in which stressful environments are frequently encountered are at a higher risk of having mental health problems. Mental health of employees is a crucial determinant in their overall health and development. Poor mental health and stressors at the workplace can contribute to a range of physical illnesses like hypertension, diabetes and cardiovascular conditions. Acknowledging the seriousness of the mental health problems among the workforce, a recent public health summit on mental health called for action steps to improve health and well-being of the workers. Data from different countries around the world indicate that mental health problems are a cause of several employees dropping out of work.
Workplace Stress
Foy et.al., (2019) stated Workplace stress is a pressing concern that carries substantial implications for organizations, both in terms of costs and overall performance. Stressful workplaces result in a range of issues, including employee tardiness, absenteeism, low productivity, high turnover, and negative impacts on mental health. This problem has been on the rise since the mid-1980s, leading to increased costs such as lost workdays and higher health benefit expenses.
Stress at work can stem from various sources, including job demands, excessive workloads, role ambiguity, poor leadership, and a lack of appreciation or recognition. These stressors directly affect job performance and have psychological, physiological, and behavioural consequences. In organizations facing survival challenges, employees often experience high levels of workplace stress, exacerbated by concerns about job security. When employees perceive that the demands of their roles exceed the resources and skills available, it creates an imbalance, leaving them feeling unrewarded for their efforts.
Overall, workplace stress has far-reaching economic implications and can impact both productivity and the well-being of employees. It is a critical issue that organizational leaders must address to ensure a healthier and more productive work environment.
Effect on health due to stress at Work
Hultén et.al., (2022) stated that extensive research has been performed to understand the relationship between stressors or stress and ill health. However, the health effects are complex, since stress affects multiple bodily systems leading to mental, physical and behavioural ill health. In addition, the degree of and imbalance between stress inducing and stress preventing psychosocial risk factors at work, have been used to conceptualize the risk of employees’ work-related stress. Work-related stress can lead to various health issues, including mental health problems, physical ailments, and reduced well-being. Identifying and managing stress is essential for maintaining overall health and productivity.
Top of Form
How does HRM support employee well-being and manage stress at work?
A paper published in Development and Learning in Organizations paper highlights the essential role played by HRM practices in enhancing the well-being of employees. It explores the shift towards more discretionary HR practices, which empower employees to contribute and enhance their skills. Employee well-being encompasses psychological, physical, and social dimensions. The text underscores the significance of supporting employees’ overall well-being and how happiness positively influences productivity. With remote work becoming more prevalent, organizations are encouraged to explore strategies that ensure employee happiness, health, and overall productivity. There is a growing belief that HRM practices with a more ‘discretionary’ nature could be especially vital when it comes to employee well-being. These practices stand out by not being obligatory or requiring external validation. The central objective of these initiatives is to:
- Enhance employee skills and capabilities.
- Foster a stronger connection with team and company objectives.
- Empower employees, enabling them to make more substantial contributions.
Evolution of Stress Management
Molek-Winiarska et.al., (2020) explores the commitment of organizations to stress management interventions. It highlights the long-lasting concern regarding work-related stress, which dates back over 80 years. Work-related stress is defined as misalignment between job demands and workers resources, including knowledge and skills. European surveys indicate that work-related stress is prevalent in the workplace, with more than half of workers acknowledging its common occurrence, Additionally, a significant percentage of workers report felling stress constantly, with job insecurities, long working hours, and excessive workload being common stressors, Work-related stress leads to substantial cost-impacting both human health and economic performance. These costs manifest in high rates of absenteeism, presenteeism, staff turnover and psychosocial performance issues.
HRM practices that work better in specific industries or groups
Kosec et.al., (2022) highlights the correlation between employee performance, well-being, job satisfaction and life satisfaction in sedentary jobs within Slovenian enterprises. It emphasizes how a person’s thoughts and feelings are influenced by their work environment and conditions, especially in sedentary roles, which can negatively impact their lifestyle and performance. Sedentary behaviour is recognized as a significant health concern in today’s post-industrialized world, and workplace interventions to reduce sedentary behaviour are crucial. Approaches such as standing desks and active breaks have been introduced to enhance employee well-being, mitigate cognitive impairment, mobility limitations and improve overall quality of life and productivity.
An Instance of application of HRM principles
Stadler, R. et.al., (2022) in his research paper, titled” Sustainable Humans: A Framework for Applying Sustainable HRM Principles to the Event’s Industry,” explores the application of sustainable Human Resource Management (HRM) principles to the unique context of the events industry. This industry is characterized by high stress, intense competition, tight deadlines, and non-standard working hours. Traditional HRM practiced in this field have led to high staff turnover and employee stress. The paper suggests that adopting sustainable HRM principles could be an effective alternative in the events industry to reduce employee stress and promote long-term well-being. The study employs online surveys and in-depth interviews with event industry employees to investigate the feasibility and potential benefits of this approach. The research presents a framework for future studies and discusses the practical implications of implementing sustainable HRM in the events industry. The aim is to achieve not only individual well being but also to benefit organizations and the industry as a whole.
Healthy Workplaces Model
Gaspar et.al., stated in research article that COVID-19 pandemic has triggered a global crisis, affecting public health, the economy, and society concurrently. The crisis has led to issues like financial instability, rising debt, prolonged unemployment, declining health, and long-term poverty, gradually accumulating various social consequences. The Healthy Workplaces Model, as proposed by the World Health Organization, provides a valuable framework for comprehending the intricate systems and dynamics at play within organizations. This model elucidates how each system individually, as well as their interactions, can foster a healthier workplace, ultimately promoting the well-being of both employees and the organization as a whole. The model integrates aspects of organizational culture, including ethics, values, leadership engagement, and employee involvement. Additionally, it encompasses dimensions related to the psychosocial and physical work environments, social responsibility, and personal health resources. Numerous studies have investigated the impact of COVID-19 on the workplace and personal and organizational well-being. These studies reveal an increase in psychosocial risks at work, challenges in balancing work and family life, and heightened perceptions of stress and pressure, often exacerbated by social and gender inequalities.
Conclusion:
The discussions on Human Resource Management (HRM) highlight its evolving role in promoting employee well-being, mental health, and managing workplace stress. With the shift towards more discretionary HR practices, employees are empowered to enhance their skills and contribute effectively. Recognizing mental health as a crucial aspect of well-being and addressing issues like stress, anxiety, and depression is vital. The workplace’s economic and health implications of stress are substantial, emphasizing the need for stress management initiatives. Moreover, the Healthy Workplaces Model provides a comprehensive framework for understanding and fostering a healthier work environment. In specific industries, such as the events industry, adopting sustainable HRM principles can alleviate employee stress and promote long-term well-being.
References:
Effective ways to improve the well-being of employees: The importance of discretionary HR practices and other key factors. (2021). Development and Learning in Organizations, 35(3), 13-16. doi:https://doi.org/10.1108/DLO-04-2020-0078
Foy, T., Dwyer, R. J., Nafarrete, R., Mohamad Saleh, S. H., & Rockett, P. (2019). Managing job performance, social support and work-life conflict to reduce workplace stress. [Reduce workplace stress] International Journal of Productivity and Performance Management, 68(6), 1018-1041. doi:https://doi.org/10.1108/IJPPM-03-2017-0061
Gaspar, T., Salado, V., Maria do Céu Machado, Fábio, B. G., Manuela, F. C., & Margarida, G. M. (2023). The healthy workplaces ecosystems and professionals’ stress management during the COVID-19 pandemic. Sustainability, 15(14), 11432. doi:https://doi.org/10.3390/su151411432
Hultén, A., Bjerkeli, P., & Holmgren, K. (2022). Work-related stress and future sick leave in a working population seeking care at primary health care centres: A prospective longitudinal study using the WSQ. BMC Public Health, 22, 1-12. doi:https://doi.org/10.1186/s12889-022-13269-8
Kosec, Z., Sekulic, S., Wilson-Gahan, S., Rostohar, K., Tusak, M., & Bon, M. (2022). Correlation between employee performance, well-being, job satisfaction, and life satisfaction in sedentary jobs in slovenian enterprises. International Journal of Environmental Research and Public Health, 19(16), 10427. doi:https://doi.org/10.3390/ijerph191610427
Luberenga, I., Kasujja, R., Vasanthan, L. T., Nyende, A., Tumwebaze, E., & Joseph, L. J. H. (2023). Mental health awareness programmes to promote mental well-being at the workplace among workforce in the low-income and middle-income countries: A scoping review protocol. BMJ Open, 13(7) doi:https://doi.org/10.1136/bmjopen-2023-073012
Mazur, N., Kovshun, N., Moshchych, S., & Nalyvaiko, N. (2023). Human resources management as a component of the sustainable development of the water management complex. IOP Conference Series.Earth and Environmental Science, 1126(1), 012038. doi:https://doi.org/10.1088/1755-1315/1126/1/012038
Molek-Winiarska, D., & Molek-Kozakowska, K. (2020). Are organizations committed to stress management interventions? [Stress management interventions] Employee Relations, 42(6), 1309-1325. doi:https://doi.org/10.1108/ER-08-2019-0314
Petcu, M. A., Sobolevschi-David, M., Raluca Florentina Crețu, Curea, S. C., Hristea, A. M., Oancea-Negescu, M., & Tutui, D. (2023). Telework: A social and emotional perspective of the impact on employees’ wellbeing in the COVID-19 pandemic. International Journal of Environmental Research and Public Health, 20(3), 1811. doi:https://doi.org/10.3390/ijerph20031811
Stadler, R., Walters, T., & Jepson, A. (2022). Sustainable humans: A framework for applying sustainable hrm principles to the events industry. Event Management, 26(8), 1817-1832. doi:https://doi.org/10.3727/152599522X16419948694757