relevant to the work he / she performs everyday. Secondly, management must discourage any perception by employees that training programs are a form of reward or punishment, or else the entire purpose of the training initiative would be lost. Finally, preparation is required to benefit fully from the program. 4.0 Conclusion Work stress places a very high toll on both employees and employers. An employee subjected to high levels of stress could experience both physical and mental side-effects. Physical side effects such as hypertension, coronary disease, infections, ulcers could greatly decrease the lifespan of the person. The psychological effects such as repressed emotions, anger, and isolation have a direct negative impact on organizational productivity. Thus, organizations have a great responsibility in reducing the stress of their employees, and in general be concerned about their well-being. There are numerous methods to counter the stress problem. The report has cited only the basics which are applicable to most organizations. The first step for management is to set out the intention to reduce employee stress in as an organizational goal. Provisions detailing the organization’s planned approach should be drafted. Informing employees of management’s expectations is one method to reduce a large portion of the anxiety employees may have about their jobs. Secondly, management must provide subordinates feedback on their performance. Management should also provide job training for all employees to enable them to better perform their jobs and reduce the stress associated with the feeling of inadequacy to perform one’s duties. Bibliography Alluisi, E. A., Fleishman, E. A. (1981). Stress and performance effectiveness. Hillsdale, N.J.: L. Erlbaum Associates. Arroba, T., James, K. (1987). Pressure at work: a survival guide. London; Montreal: McGraw-Hill. Greenberg, S. F., Valletutti, P. J. (1980). Stress and the helping pro...
