Introduction
A stressful job is typically one that requires long hours and high levels of responsibility and often involves a great deal of pressure to succeed. Furthermore, criteria for a stressful job include tight deadlines, high workloads, difficult tasks, and working under constant public scrutiny. The features of a stressful job may include a fast-paced working environment, having to make quick decisions, and having to manage a large number of people and tasks at once.
A stressful job that the interviewed person previously held was as a call center representative at a company operating in the insurance and healthcare sectors. This job involved dealing with customer complaints and various inquiries for long hours, often under tight deadlines and high-performance expectations. Due to excessive pressure and long working hours, call center representatives’ work is rather stressful, which requires changes to be implemented in order to reduce the level of stress and increase job satisfaction.
Main Body
The stress levels for call center representatives in insurance and healthcare organizations are high due to various factors, including the nature of the job, working conditions, and organizational culture. One of the main factors that contributed to high stress levels in the call center was the high number of customer interactions (Zito et al., 2018).
Thus, call center representatives were expected to handle an average of 60 calls per day and evening shifts, with each call lasting an average of 10 minutes. This meant that they were under constant pressure to stay focused, maintain their composure, and provide quick and accurate responses to customers. The fast pace of the job and the high volume of customer interactions could be overwhelming, leading to stress and burnout.
Working conditions also contributed to high-stress levels in the call center. Call center employees were required to work in a noisy, open-plan office environment with little privacy or personal space. This created an atmosphere of constant distraction, with colleagues frequently interrupting each other and background noise making it difficult to concentrate. Furthermore, the long hours and rotating shifts made it challenging for employees to maintain a work-life balance, leading to feelings of exhaustion and stress.
Organizational culture also played a role in the stress levels of call center representatives. There was a strong emphasis on performance and productivity, with little recognition given to employees for their efforts. Employees were constantly monitored and evaluated, and there was a culture of blame, which focused on punishing and disciplining those who did not meet performance expectations (Van Rooij & Fine, 2018). This created an atmosphere of fear and mistrust, and employees felt that they were under constant scrutiny.
The consequences of stress in the call center were severe, both for the employees and the organization. High-stress levels led to high levels of absenteeism, with employees taking time off work due to illness, exhaustion, or burnout. Additionally, high-stress levels had a negative effect on employee morale and engagement, leading to a decline in productivity and an increase in staff turnover. This, in turn, impacted the organization’s bottom line, as it had to spend time and resources on hiring and training new employees.
To reduce stress levels in the call center, the insurance organization could have implemented a number of changes. Firstly, it could have improved working conditions by providing employees with a quieter, more private work environment with appropriate ergonomic furniture and equipment (Budie et al., 2018). Secondly, it could have created a more supportive organizational culture by providing employees with regular feedback and recognition and by fostering a sense of collaboration and teamwork. Additionally, the organization could have provided employees with opportunities for professional development, such as training and career advancement, to help them feel more fulfilled and motivated in their jobs.
Leadership behaviors and organizational policies also play a significant role in reducing stress levels in the workplace. Leaders can create a culture of trust and respect by listening to employees’ concerns, providing clear communication, and treating employees with dignity and respect. Furthermore, they can implement policies that promote work-life balance, such as flexible working hours and remote work options, to help employees manage their workloads more effectively.
An industrial and organizational (I/O) psychologist could assess the need for change and facilitate that change in the call center by conducting a workplace stress survey. This survey would gather data on employee stress levels, working conditions, and organizational culture and would provide valuable insights into the factors that are contributing to stress in the workplace. Based on the results of the survey, the I/O psychologist could make recommendations for changes to working conditions, organizational policies, and leadership behaviors that would help reduce stress levels in the workplace.
Conclusion
Stressful jobs can involve much physical and emotional stress, as well as an increased risk of burnout. The job of a call center representative is highly stressful due to a number of factors, such as the need to cope with many clients during a working day, an inconvenient workplace, and a lack of privacy. By promoting a positive organizational culture and involving an I/O psychologist, the head of a call center would be able to increase job satisfaction and keep employee turnover rates low.
References
Budie, B., Appel-Meulenbroek, R., Kemperman, A., & Weijs-Perree, M. (2018). Employee satisfaction with the physical work environment: The importance of a need-based approach. International Journal of Strategic Property Management, 23(1), 36-49. Web.
Van Rooij, B., & Fine, A. (2018). Toxic corporate culture: Assessing organizational processes of deviance. Administrative Sciences, 8(3), 23. Web.
Zito, M., Emanuel, F., Molino, M., Cortese, C. G., Ghislieri, C., Colombo, L., & Georgantzis, N. (2018). Turnover intentions in a call center: The role of emotional dissonance, job resources, and job satisfaction. PLOS ONE, 13(2). Web.