Introduction
Stress in the workplace may be defined as a situation in which an individual has to strain to cope with workplace conditions. Michie (2002) describes work related stress as a situation in which an individual’s “psychological and physical resources are not sufficient to cope with the demands of the environment and the task being handled” (67). Psychological factors have a strain on a person’s mind or emotions. Physical factors are those related to the ability of the body to function correctly in the work environment.
Unpredictability and uncertainty of work situations are recognized as the main causes of stress in the workplace. Time limits that an individual considers inadequate may also be a cause of stress. There are individuals who will have a tendency to be frequently stressed because of their limited ability to withstand difficult situations. There are some work situations that will also increase the possibility of experiencing stress. Ergonomics involves designing space for the most efficient and comfortable use (Katsigris & Thomas 139).
In a restaurant business, there is increased need to move speedily and repetitively. It requires enough space and reduction of barriers to movement. However, space is costly and quick service shops tend to reduce the cost by choosing small-sized spaces. Some of the quick service shops are also associated with work overload. There is a need to reduce the pace of service and reduce work overload.
Causes of workplace stress
The causes of stress in the workplace that are related to work include poor physical environment, excess work assignment, inadequate time for completion of tasks, physical danger among others (Michie 68).
An individual’s role in organization is another cause of stress in the workplace. It may be caused by uncertainty about the role that an individual plays in an organization. Michie (68) describes such a situation as role ambiguity. The type of work that an individual covers is not clearly defined or varies everyday. Role conflict is another cause categorized under role in organizations (MacDonald 19). It involves two or more employees playing the same role that ought to be exclusively covered by one person.
The multiple individuals may not share the same opinion on how work should be done (Daft & Marcic 358). Responsibility for people under your team or organization may also be another source of stress. This is the case where a team leader or manager has to take responsibility for the mistakes committed by someone else. MacDonald (20) argues that the management style used by an organization may be a source of workplace stress.
Michie argues that “managers who are critical, unsupportive, or bullying may be a source of workplace stress” (69). Unpaid overtime is also a cause of stress. Internal and external reorganization may be a cause of stress when individuals are given different roles or new environment (Michie 68). Reorganization may take many forms such as mergers or downsizing.
Another group of work-related stress comes from career development issues. They may include lack of job promotion opportunities. Michie (68) describes under promotion and over promotion as possible causes of stress in the workplace. Over promotion may be a cause in that the individual may lack expertise to carry out his/her new duties.
Under promotion may be the situation where an individual feels he/she is qualified to fill a higher rank. Under promotion may be a cause lack of enough work which is also related to stress. Individuals who lack job security may be stressed depending on their well-being. Those who have other sources of income may be less concerned about being laid off. When organization appears to undermine an individual’s ambition it may also result in stress.
Relationships in the workplace are another source of work-related stress. Poor relationship with the supervisor, other employees, or customers may be a cause of stress (MacDonald 20). Environmental factors such as poor amenities, noise or other forms of pollution may also cause stress.
Organization structure and climate may also be a cause of work-related stress (Michie 68). In this category, stress arises when the senior staff has a tendency of making decisions without consultation. Stress may arise by setting too many restrictions on employee behavior. Workplace stress may also be generated from the situation where an organization is facing financial difficulties (Michie 68). Financial difficulty may result in changes in organizational behavior to reduce costs that may be difficult for employees to adopt.
Human reaction to workplace stress
Human reaction to sudden causes of alarm such as a verbal confrontation with the manager may result in many physiological responses. These may include increased breathing, heart rate, or widely opened eyes. When the causes of the sudden alarm are things that the employee can escape from such as fire, the employee muscles respond (Michie 67).
Sometimes when the cause of stress is repeated from time to time, the employees may take an adaptive response. For example, if the verbal confrontations from a manager or supervisor are common, employees may soon describe it as the nature of their superiors which should not be taken seriously. Michie (67) argues that adaptation is a form of human reaction to stress that gradually tends to reduce the impact of a repetitive strenuous situation.
When employees fail to adapt to the causes of workplace stress, it may develop into a third stage known as exhaustion (Michie 67). In this case, health complications and bad personal habits may replace the good character of an employee.
Different people have different levels of vulnerability to stress depending on their lack of resources. Michie (69) identifies lack of material resources such as lack of an alternative source of income may increase risk of experiencing stress. Michie (69) argues that psychological factors such as low self esteem may also increase vulnerability to stress.
There are instances when work-related stress is transferred at home in the case of work overload. Women are recognized as likely to experience stress at work that merges with pressures at home (Michie 70). Hellriegel & Slocum (199) discuss that having many roles to play may cause stress. For example, roles at home, church, or managing a sports team as well as the work may be a cause of pressure to an individual.
Work-related stress may develop into complicated health problems if experienced for a long period such as diastolic blood pressure and mental illness. Some of the symptoms that may develop as a result of work-related stress include “, escapist drinking, smoking, depressive mood, job dissatisfaction among others” (Michie 68).
Some individuals may react to work-related stress by a change in attitude towards work. This may be followed by poor work performance and bad conduct. Absenteeism and lateness are also associated with work-related stress.
Other effects of stress include memory loss and lack of concentration at the workplace. MacDonald argues that “lack of attention to detail may lead to increased mistakes” (21). Some individuals may show indecision or delay in making decisions. Individuals may also report physical aches and pains that may lack explanation.
Individuals may show all these symptoms related to stress but it is likely that they may deny being stressed. MacDonald (21) argues that an individual may deny work-related stress because of the possibility of being perceived as incompetent. Others may be embarrassed to be seen as unable to work under pressure. Some employees may also be unable to recognize that they are actually stressed.
Dealing with workplace stress
Stress can be managed at the individual level and the organizational level. At the individual level, stress may be effectively reduced by training employees to deal with stress. The training program includes topics on awareness. Workers are taught to recognize the beginning of stress.
This is necessary because an early discovery of stress makes it easier to treat. Training is also carried out on skills of relaxation, and a lifestyle that reduces the effect of stress. There is training to boost self confidence and motivation. It is a way of reducing risk of experiencing stress associated with lack of psychological factors (Michie 70). Individuals are taught how to analyze a situation that causes stress and how to minimize the impact of the source.
At the organizational level increased support to employees may be seen as an effective way of reducing stress. Engaging groups in making decisions may reduce work-related stress. Teaching the staff communication skills and expressions of empathy may also reduce stress (Michie 71).
Organizations should ensure that individuals are given roles on positions they are qualified. Individuals should have the necessary skills to complete a task. Organizations should also ensure that employees have the necessary equipment and materials to carry out the job.
Organizational culture is recognized for creating stability and predictability within an organization. Organizational culture may include the beliefs, values and behavior associated with an organization that may be attributed to its success. Organizational culture determines “how we act, think, and behave as well as providing a structure that makes work predictable and stable” (Peterson & Wilson 18). Organizational culture may reduce the impact of difficult situations by making them predictable.
Organizations may have structures to help individuals under workplace stress. James & Arroba (16) argue that supportive structure may not be enough unless it is integrated as part of the organization. It should be an on-going process. Before dealing with stress, the management needs to identify the context of stress. It involves carrying out assessment to identify causes of stress. It also involves evaluation to look at the effectiveness of the remedial action used.
Benefits of workforce wellness
Workforce wellness concerns the health and financial well-being of employees. Organizations ought to encourage employees to choose lifestyles that promote better health, financial well-being and physical fitness.
Increased employee wellness is associated with reduced cost of insurance. When employees adopt habits that improve their health, the organization is likely to benefit from reduced insurance cost. Companies may reduce the number of employees as a result of increased premium.
A study by Price Waterhouse Coopers in 2009 indicated that about 20% of large organizations in the U.S. were likely to reduce the number of employees because of increased insurance costs (Healey & Zimmerman, Jr. 140). Reduced insurance costs are beneficial to individuals as well as organizations.
Organizations may benefit from reduced risk of chronic disease on their workers as a result of conducting wellness programs. Individual wellness improves when organizations encourage healthy habits such as correct diet, physical fitness, and controlled smoking and alcohol use (Healey & Zimmerman, Jr. 141). Practicing healthy habits results in reduced rate of chronic disease development as individuals grow older. The benefits may be reduced absenteeism and long productive lives for workers.
Healthy employees are considered to be more productive. An organization is more likely to increase profits when it manages the wellness of employees. Workplace wellness is also associated with employee loyalty and motivation (Healey & Zimmerman, Jr. 145). As a result of this, employers may find it easier to recruit and retain employees.
Other benefits of workforce wellness at the individual level include reduced vulnerability to workplace stress, high self-esteem, and improved self-image (“Benefits of Worksite Wellness Programs” par. 5). The benefits at the individual level may also benefit the organization through increased productivity.
Restaurant ergonomics
Ergonomics involves the design of the workplace in such a way that it increases safety and efficient use of energy. It is concerned with designing the working space “with safety, comfort, and productivity in mind” (Katsigris & Thomas 139). Working in a restaurant involves a lot of repetitive movement. As a result of the speed required to reach demands, workers are likely to experience strain from quick movement. Strain may also be caused by static postures. Injury may come from bumps, burns or cuts (“Restaurant Ergonomics” 1).
Ergonomics is carried out on a hypothetical small-sized café known as ‘Smallings’ located in the U.S. on a busy street. Because of its small-sized space and location on a busy street, ‘Smallings’ is likely to be overcrowded if it is not well designed. Space is costly and available space has to be used optimally. To increase capacity, ‘Smallings’ has designed a table-format that is attached to the walls. It uses elongated tables that are attached at the corners leaving space only for the outside door and entrance into the kitchen.
To avoid boredom of facing walls, the cafe has used transparent glass walls by a big percentage. Its location at the corner of the building allows two sides to be transparent. The waitress was complaining of work overload during busy hours. The manager added another waitress but also made changes to seats-arrangement. The manager has decided to add an additional elongated table at the center which may be used on opposite sides by different people.
When there was only one waitress, she was required to move speedily to cope with the demand. The space at the center allowed for swift movement. The floor was designed for aesthetic value and ease in cleaning but it could be slippery when wet. For sanitation standards, a person cleaning should not serve food. The manager decided that the person cleaning utensils could also be cleaning the tables and wiping the floor in case of spills.
Ergonomics of ‘Smallings’
The additional table has reduced space of movement and it is likely to cause injury as a result of repeated bumping onto sides of the table as the waitress tries to maintain the same speed. It may also increase work strain from being unable to keep up with reduced speed and the number of orders given by customers. As a result of reduced space, it is difficult to notice spills on the floor such that it makes it necessary for the waitresses to report wet floors the person who is supposed to clean.
The manager did not solve the problem of increased workload because he added another waitress but also increased work. The waitresses are most likely to have a strain coping with work demands. With more customers placing their orders at the same time it could result in frustration both for the employees and customers. The sitting arrangement is manageable with additional manpower. The sitting arrangement has no problems because the café serves customers who are in a rush to work and have no need for comfort.
Using rough floors demands more effort in cleaning. However, smooth floors increase the risk of falling when wet and may require immediate cleaning in case of spills. The person cleaning will also have additional work load. He needs to concentrate more to notice dirt on the floor.
The manager has set background music as a way of reducing the impact of noise in the streets. The employees as well as customers find it effective in reducing the impact of street noise. Noise from the table in the kitchen may be reduced by sound-reducing materials placed on the underside of tables. Separation of dishwashing and drop-off points from other areas (“Dining Services Ergonomics Design Guidelines” 2).
In the Foodservice industry, sanitation is a process of cleaning and disinfecting surfaces after they have been used. Disinfecting surfaces may be carried out at a convenient time to ensure that they do not contaminate food because most disinfectants are poisonous. In the U.S., restaurants are expected to maintain high sanitation standards.
The National Sanitation Foundation International (NSFI) sets sanitation standards such as prevention of rodent access to stored food, and use of non-corrosive materials on surfaces that come into contact with food (Katsigris & Thomas 154). A restaurant also needs to have an effective waste management department that aims to reduce waste.
Conclusion and recommendations
The manager needs to hire two additional employees to reduce the need to hurry. Workers can avoid workplace strain if they hire enough employees or redesign work allocation. Those in the kitchen can make early preparations so as to shift to serving customers if necessary. It may also reduce injury as a result of bumping into objects. One of the newly hired employees may exclusively work for cleaning purposes and the others may reduce the workload of the waitresses.
There is a need to design patterns of movement to allow balanced use of space between the waitresses to avoid crossovers in the circulation path. The flow of food, people and materials should “follow a logical sequence” (“Dining Services Ergonomics Design Guidelines” 1). The waitresses will move easily if there is a predictable pattern of movement during busy hours. It will result in less waiting time for customers and increased speed for employees.
Easing cleaning requires smooth surfaces that prevent sticking of dirt. Utensils and crockery need to have smooth surfaces. Smooth surfaces are easy to wash as they reduce the need for scrubbing. A smooth floor may be easy to clean but it increases chances of slipping. Quarry tiles may be used for the floor and ceramic tiles for the walls to reduce effort needed to clean them. Floors need to be maintained with dryness and cleaning of food spills immediately after they spill.
The surfaces on which employees work on should be adjustable to match the varying needs of employees with different heights. The height of surfaces to work on should range between 28-44 inches (“Dining Services Ergonomics Design Guidelines” 2). Giving an employee a working surface that matches his/her height increases comfort and productivity. Employees can work for long hours without feeling strained.
The counter area should be designed in such a way that an attendant can use less effort to reach the waitress or customer. A radius of about 21 to 25 inches for the right-hand movement and a radius of about 13 to 17 inches for the left hand movement may be necessary (see appendix 1).
There are cold and hot seasons among other conditions. Unfavorable temperature and humidity can increase the “risk of musculoskeletal injuries” (“Dining Services Ergonomics Design Guidelines” 2). It is recommended that businesses in the food service industry use HV AC systems in the dishwashing areas to regulate moisture levels and temperature.
Noise may be reduced by separation of noisy kitchen tasks from the other areas. Walls can be carpeted to reduce penetration of noise to the other areas. Conveyers may be used to move dishes from one point to another in the kitchen area.
There should be shifts from tasks that require more standing to those that require less. Employees working in areas with less movement may use stools to reduce fatigue (“Restaurant Ergonomics” 1).
Furniture with light weight is recommended for restaurants to allow ease of movement when cleaning (“Dining Services Ergonomics Design Guidelines” 3). In ‘Smallings’ case, there is the use of heavy furniture to avoid movement of furniture during service. Moving furniture may be an inconvenience to the customer. The furniture should have curved edges and vertices to reduce the impact of bumping.
Employees working at the kitchen should use sharp knives to reduce effort needed to cut food. They should use cutting boards to avoid cut injuries. Employees should use both hands when lifting large or heavy objects such as a tray or a jug. Because of the speed required to work in a café, frequently used items should be reachable to the waitresses or other users.
Proper lighting is required for the safety and comfort of employees. The quick service dining space should have a recommended lighting that ranges between 40-50 foot candles. The ware washing area should have a lighting that ranges between 70-100 foot candles (“Dining Services Ergonomics Design Guidelines” 3). Proper lighting ensures that eyes do not strain after staying in an area for long hours. Different areas in a restaurant have different lighting recommendations (see appendix 2).
There is need of an adequate space for easy movement and less strain due to the swiftness of passing through barriers. A coffee shop with 100 seats may be required to have a dining room size of 1225 square feet and kitchen size of 850 square feet (see appendix 3). Cafes are quick service shops and may try to utilize less space to increase profitability.
Appendices
Appendix 1: Creating space that allows free movement of hands at the counter (“Restaurant Ergonomics” 1).
Appendix 2: Recommended lighting for different areas and dining spaces (“Dining Services Ergonomics Design Guidelines” 3).
Appendix 3: The recommended size of dining spaces (“Dining Services Ergonomics Design Guidelines” 9).
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