Abstract There is no denying that organizations globally are presently operating in an environment characterized by constant change.

These environmental factors force organizations to constantly realign and, in many instances, change their policies and procedures to keep their operations current, competitive and relevant. And it is these same constant changes even though necessary and valid improvements to existing processes that if not well communicated, managed and executed, bring about extreme feelings of stress within employees which eventually interfere with their ability to function at a high level. This paper seeks to explore the phenomenon of stress and burnout on employees and the effect it eventually has on the overall productivity of the organization if it is not addressed and steps taken to resolve it.

Effects of Stress and Burnout on Organizational Productivity Introduction Organizations are presently operating in a very fast-paced environment that is constantly changing. This situation, along with the fact that the present economy has taken its financial toll, has caused organizations to downsize its staff structure while, at the same time, still having to carry out all the functions that would keep the organization viable and competitive. These conditions have, in some instances, negatively affected employees who are left to shoulder additional responsibilities in addition to those for which they were originally responsible. Employees caught in such a situation experience, as a result, stress and burnout both well-recognized phenomena - as they try to achieve deadlines in order to make worthwhile contributions to organizational health and keep operational costs under control. On occasion, stress can be neutral or even have a positive influence. However, the presence of extreme and excess stress, gives the phenomenon a negative connotation. Stress can manifest itself not only in employees behaviors and their cognitive abilities, but also affects their physical and emotional well-being. According to Daft and Marcie (2008) stress can be defined and also explained as: An individuals physiological and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake. These stressors produce some combination of frustration and anxiety(p.357). Its counterpart burnout, as described by Jackson, Schuler & Schwab (1986) is a mix of emotional exhaustion, depersonalization and feelings that achievements are low. Thus, it

combines unsatisfied expectation and the conditions under which employees function (p.630). One can deduce therefore that stress and burnout, even though a fact of nature, brought on by internal and external factors, affects everyone. However, it is of huge significance within organizations. Work overload, fragmentation, disruption, inefficiency caused by switching between tasks without completing the previous one, all increase stress levels. Bates (2003) states that credence is given to this fact by some 40% of employees who reveal that their workload is unreasonable (p.14). Additionally a lack of opportunity to recuperate, insufficient time to create useful routines that will lend themselves to efficient and effective performance, a loss of focus, several tasks started but not completed before the need to embark on another arises all add to stress and burnout. In essence, there is little or no real continuity in executing and completing various tasks. These factors all lead to high levels of stress, decreased competence development, deviation from time schedule, irritable staff, errors made and deadlines missed. True to the situation too, is the fact that employees have little time to gain the relevant knowledge to successfully acquire the much needed competencies to fulfill tasks. Silkunas (1997) has cited some situations that bring about stress leading to burnout. These are work overload, feelings of powerlessness, systems that do not adequately reward employees for the number and complexity of tasks performed, unfair practices within the organization and conflict within value systems. On a personal level, Daft & Marcie (2008) hold the view that excessive stress brings about negative results including robbing individuals of much-needed sleep, illnesses like hypertension and heart disease, and can also lead individuals

to drug and alcohol abuse (p. 357). Any and all of these, if present have, by extension, negative implications for the organization as it seeks to achieve its goals.

Background The company being reviewed is a non-profit company that is responsible for assisting communities, both individuals and businesses, to build a strong productive workforce. Government funded programs such as Wagner Peyser, Workforce Investment Act and the Welfare Transition Program are managed from these centers. The centers act as company Human Resource Department and Training Department extensions, to assist employers and as personal professional improvement centers to assist individuals. Vision Southwest Florida Works sees our economy as diversified, with a workforce properly trained and where employers have the right people to ensure future economic growth and that downturns do not adversely affect our economy. Mission Statement The mission is to initiate and support effective strategies through collaboration with business, education and social services to facilitate the development of programs and activities that reduce dependency, encourage personal growth and provide economic benefits to individuals, businesses and communities of Southwest Florida. Philosophy Respect business and individual customers through responsive and professional quality customer service Recognize the economic well-being of Southwest Florida depends on a quality workforce Recognize integrated services are essential to serve our business and individual customers

Corporate Culture The corporate culture is generally quite, pressured and competitive. There is a Theory X style management. Changes are made continuously and regularly causing confusion and much repeated work. Most employees are expected to be able to execute all assistance programs which makes work very slow moving and difficult. Most employees have developed a protective feeling about the customers on their caseload and are very self-centered rather than teamoriented. No overtime is ever approved. The attitude to simply get the work completed in the allotted time. There is poor communication and lack of consistency between offices. Problems and opportunities SWOT Because organizations face many complexities in their environments, it is necessary and prudent for managers to conduct a SWOT (strengths, weaknesses, opportunities, threats) analysis to remain competitive. A swot analysis according to Lussier & Achua(2007) entails analyzing the internal environment of the organization to assess its capabilities and competencies and review its structure. The process will reveal the organizations strengths and weaknesses in its core functions. It also looks at the external environment to find out the opportunities and threats that could make or break the organization (p.423). The following is a SWOT analysis for the organization under review: Strengths: Committed and knowledgeable staff Adequate funding Up-to-date technology Valuable services provided

Weaknesses Inadequate leadership Bureaucratic top-down structure Lack of trust Constant change Increased workload Staff burnout

Opportunities Threats

Increase in demand for services Developing partnerships with other organizations

Entry of competitor offering somewhat similar services Location not strategic Resistance to change From the foregoing analysis, one can deduce that to some extent the weaknesses affect

and somewhat outweigh the opportunities. Organizational Goals, Objectives and Overall Strategy The organization in review serves Charlotte, Collier, Glades, Hendry, and Lee counties, known as Region 24 in the workforce system. Each Region has a One-Stop Leadership Team. The Leadership team is comprised of the Executive Director, the Deputy Director, the Alliance of Educational Leaders Director, the Programs Division Director and the Planning and Grants Division Director. With this Leadership Team, goals will be set for the Centers: to serve customers and associates to strengthen our communities and workforce opportunities. These

are very important because it helps to improve the quality of life for the people in the communities. Vast amounts of data are collected and tracked to measure progress, success and failure. Feedback is offered daily and there are routine informal and formal checks in place. The Regional Centers Manager, Center Director and Supervisors provide the direct supervision and are responsible for the day-to-day operations and performance outcomes of the One-Stop centers. The Regional Centers Manager reports to the Leadership Team monthly to review the system and make necessary changes to improve services to customers. Perceived management problem The management problem existing at the organization under review is stress and burnout of its employees. This stress is as a result of several factors including dysfunctional leadership, communication, job allocation and the fact that the organizational structure is top-down in nature. The Supervisor is very task-oriented in that most processes are carried out without much consultation with the staff. At times, however, when the opinions of subordinate staff are sought their opinions are not considered. Employees are stressed and experience burnout. Literature review Work, as is well stated by Vladut & Kallay (2010) is central to existence and is a basic means for living. Naturally, it holds different significance for different people. To some it may represent success and recognition from which they derive satisfaction. To others, it means motivation and a means to achieve a more worthwhile meaning to life. However, underneath these positive accomplishments the relationship between individuals and their work are the more complex problems and pitfalls one of which is the phenomenon of burnout (p.263).

Ivie & Garland (2011) indicate that burnout is the result of individuals having to deal with negative situations and demanding events (p.49). Burnout is itself a syndrome that manifests itself in emotional exhaustion. In this state people become cynical and accomplish less which is exactly what they are trying to avoid. Burnout happens very widely to individuals who are involved in people-related work (DSouza, Egan & & Rees (2011, p.17). The authors also include perfectionism as a factor that can give rise to burnout (p.18). Briefly put, burnout may be experienced by an individual when over a prolonged period of time he/she finds it difficult to deal with stressor that may be present in both their professional and private lives. Many theorists present definitions for stress. This phenomenon is well-defined by Robbins & Judge (2011) as: dynamic condition in which an individual is confronted with an opportunity , demand or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important (p.607). Nasr (2010) sees stress as the result of or a response to any action or occurrence that brings about demands on an individual whether physical or psychological or both on an individual (p.16). The author confirms too, that there is a direct relationship between stress and occupational outcomes. Some of these outcomes include intention to quit and job dissatisfaction. Indeed she asserts that high levels of stress impairs productivity and brings on feelings of withdrawal (p.17). Olczak (2010) makes the point that increased workload and sudden and constant changes in processes and procedures are huge factors in promoting stress especially since they lead to an imbalance in work-life. He also presents some interesting statistics that on a scale of one to ten

employees have rated their employers at 4.7 in addressing work-life balance and stress factors (p.1). The point is confirmed by Halbesleben (2010) that the constant demands made on employees, the changes in structures and procedures are all causing a deterioration in performance because employees use short-cut methods to complete tasks. All these water down the effectiveness of the organization and prevent it from delivering the best possible services to its customers. The author also states that so often it is easy to look at stress as an issue existing within a person and questioning his/her coping skills. In effect however, they contend that the real problem lies with the processes and frameworks in the workplace (p.58,59) PR Newswire (2006) has given some interesting statistics on the matter of burnout and stress. The release indicated that: 77 per cent of workers feel burnout on the job 15 % of workers said that stress was due to unrealistic workload 11% stated stress was due to tight schedules 10% attributed it to last-minute projects 9% to an overbearing boss.

All these high pressured situations affect employee morale negatively (p.1). Colligan & Higgins (2005) in defining the very nature of stress argues that it can be divided into two categories. These are eustress and distress. On the one hand, eustress also known as positive or good stress stimulates individuals to work at a highly productive level even though a project or circumstance may be challenging. Some examples are birth of a child, reaching some particular milestone or a job promotion. Distress, on the other hand, is the reaction that comes from negative situations. (p.90). It can be deduced that whenever people

think of stress situations of unpleasantness like when they are under pressure to perform, or dealing with situations of frustration come to mind. What this means is that physical, emotional, behavioral and cognitive responses are experienced in stress (p.90). A very interesting slant on stress, its implications and effects on organizations and productivity has been taken by Malik, Ahmad, Saif, & Safwan (2010). The authors point out that job satisfaction and organizational commitment are the primary factors that affect productivity in organizations. There are occurrences in organizations that bring about anxiety and stress that affect the performance in organizations. The authors state that trust (or the lack of it) in immediate supervisors has a direct impact on employee commitment and satisfaction which, in turn, could cause stress. When an employee is dissatisfied he/she experiences stress (p.202, 203). To add to the conversation on stress the National Association of Social Workers (2001) offer the following reasons for job stress:

Roles that are not clearly defined Policies and procedures that conflict Employees inability to achieve their objectives Employees lacking any control over their own activities and those going on in the workplace (p.1). Recommended solutions While the greater responsibility to alleviate stress and burnout rests with management,

employees also have their own issues that can lead to stress and burnout. Such can be the case with perfectionism. Notwithstanding this, management should adopt methods to lessen these stressors that lead to dissatisfaction and disillusionment.

Olczak (2009) suggests to counteract the problem of work overload which brings on stress that meetings should be held occasionally to specifically deal with reviewing work-loads in order to ensure that there is a balance in distribution and allocating additional support to any employee with excessive work (p.2) With regard to communication, management should make every effort to encourage employees to openly speak on issues that relate to their work. Consideration should also be given to adopting a sensitive attitude to employees personal issues. The author gives as an example that organizations need to be flexible when employees have family emergencies that require their attention (Olzack, 2009, p.2). As a solution to inadequate leadership, management should not simply invite ideas of subordinates but should place value on their contributions by incorporating those ideas in the overall strategy. With dissatisfaction removed, stress levels would be lowered. It is also important for supervisors to moderate the need to exercise power and recognize that anyone could be a leader within the organization depending on the need at any particular time (.Hesselbein & Goldsmith (2009, p.85). It is also useful for organizations to allow autonomy in the workplace which will enhance creativity and relieve stress. As Hirst,Budhwar,Cooper, West, Long, Chongyuan & Shipton (2008) advocate when employees are allowed to exercise discretion in the performance of their jobs, they feel a sense of ownership and thus are more prepared to work towards the achievement of the organizations mission (p.1344). In short, a participatory style would lend itself to a stress-free environment which would yield higher productivity. Summary

Workplace stress is prevalent in most societies. The management of an organization and the leadership style, the communication patterns all have a huge impact on productivity, the working atmosphere and employees commitment to achieve goals. The true strength of an organization lies in its people. It must rely on their skills and capabilities to offer the best service. An organization that has happy, stress-free employees is more likely to survive. It is clear that the theory X style of managing as described by Robbins & Judge ( 2011) is the one that runs through the organization under review. Belief in this theory which states that people inherently dislike work, shirk responsibility and perform only when coerced is indeed an avenue to create stress and burnout (p.685). Stress and burnout among employees have a negative impact on the organization in many ways not the least of which is absenteeism. In fact, in a report on salary surveys (2011) it is indicated that there has been an increase in absenteeism. Job stress is on the rise and has definitely become a huge organizational challenge. Because high levels of stress causes a decline in productivity and increased absenteeism, it is important for organizations to have systems and procedures and provide good, participative leadership that would prevent the development of negative stress.

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