Workplace Stress Management

Studies conducted on workplace-stress-management reveals two stress-related paradigms. First, it is fairly the part of management to solve the issues that lead to workplace stress (Greenberg, 2004, p.363). In that perspective, stressed employees expect that the executives would create an organizational environment in which employees experience only desirable outcomes, in a desirable way. For instance, organizations that practice procedural and distributive justice are likely to reveal cases of stress than those that do not. Secondly, improving the relationship between the organization and employees mitigates workplace stress, as the stress resides in the transactional relationship two (Kinman & Jones, 2005, p.115). In a lay representation, employees seek to balance between beneficial and damaging stress. For instance, the people who fail to find a balance between optimal productivity and workload often end up stressed. From the two articles, the methods are prone to work, but more efficient when approached from a Christian principle’s perspective.

Christians, like other people, experience strains in workplaces. However, within the paradigms explained above, Christians may take advice from scriptures concerning work, leadership, and responsibilities to manage workplace stress and coaching others in managing workplace stress. For instance, people ought to rest at least one as from the creation accounts in Genesis chapter one. It may take a paradigm shift in the organization to appreciate safe schedules as Jesus teaches Martha in Luke 10:39. They should act like Christ in supporting others with their work and personal strains to reduce the adverse impacts of stress. That is a call for team leadership, as depicted in Acts 2:44. Lastly, Christians should appreciate and teach others that stress management is a personal endeavor, which requires support from executives, colleagues, family, and, most important, Christ as he has promised the support in Mathew 11:28.

References

Greenberg, J. (2004). Stress Fairness to Fare No Stress: Organizational Dynamics, 33(4), 352-365. doi: 10.1016/j.orgdyn.2004.09.003

Kinman, G., & Jones, F. (2005). Lay representations of workplace stress: What do people really mean when they say they are stressed? Work & Stress, 19(2), 101-120. doi: 10.1080/02678370500144831