IT — some issues in stress management
MOHSIN AZIZ
THIS IS with reference to N. Gopalakrishnan's article "IT boom — boon or bane?" (Open Page, September 3). The author has raised serious issues regarding work culture in IT organisations and the resultant problems faced by employees. Various studies indicate that information technology professionals are facing certain unique problems.
With each passing day, the technology is improving and the systems, processes and networks are becoming more and more complex, putting extra pressure on individuals. Perhaps the most powerful might be termed the mood and culture of the IT industry. The very speed with which technology develops means people have to put in extra hours to cover the ground.
Pressure is exerted from elsewhere within the organisation too. Whether it be sophisticated programmes to introduce knowledge management or simply an e-mail inbox bursting at the seams, increasing demands on IT professionals are made just to process the information and do so in a manner that provides near real life time responses.
Job insecurity
Within this general climate, more tangible forces are also at work. The most obvious is job insecurity, which, whether real or perceived, tends to make people routinely run the extra mile.
It is true certain illnesses (read psychiatric) are still being perceived as social ills. Often organisations take the view that stress is not their problem but an individual's. The first step towards management of organisational stress is the recognition that stress is also an organisational problem. Despite widespread acknowledgment of the detrimental impact of stress on individuals and as a consequence on organisations, the amount of attention given by IT organisations to understanding the causes of organisational stress and taking measures to ameliorate it from work settings has been limited.
There are many reasons for this lack of action. Often it is the managers' perception and belief that it is not the impact of work environment that leads to stress. Since it is not recognised that conditions in the workplace are leading to such a situation, it is concluded that it is individual employees' responsibility to manage with such situations. Also the short term cost associated with making organisational level changes is a hindrance. In today's quarter to quarter survival environment, managers are reluctant to take measures which have long term benefits but involve short term costs.
Organisations can support their employees at various levels (primary, secondary and tertiary) depending on the need.
Primary interventions aim at removing the source of stress. The work environment needs to be changed by altering organisational structure, technology and processes. As these measures involve redistribution of power and authority, they are usually resisted by managers. Besides, they are costly making their acceptability difficult.
Secondary interventions are based on the premise that trained employees cope better with stressful situations. This is what often IT organisations do in the name of stress management. Yoga classes, breathing and relaxation techniques, etc., are provided to the employees. However, these are short-term solutions. Unless the sources are removed, they are of little use.
Tertiary interventions are related to counselling and medical treatment of the affected employee. A major reason that contributes to the aggravation of stress is the reluctance of employees to admit that they are suffering from stress. This generally happens because of fear that it will be taken as a sign of weakness and also because of likely adverse impact on career prospects.
The most important aspect of any stress management intervention is to give employees knowledge about stress. This knowledge helps them realise that stress is not some `mental' illness and there is no harm in accepting it and seeking professional advice and help.
As the Indian IT organisations are going up the value chain and going global, the biggest challenge would not be technology management but how to keep the workforce healthy. Therefore it has become increasingly important for organisations to adopt and invest in approaches and policies that enhance the health of their employees and keep the level of occupational stress at its optimum.
(The writer has done Ph.D. on stress management among Indian IT professionals. He can be contacted at mohsinzilli@rediffmail.com)
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