By Cary Cooper
Together with sensible recommendation on the best way to behavior a tension audit and the way to focus on rigidity 'hot spots' inside a firm, Organizational pressure administration presents a clean strategic version for the chief interested by the unwanted effects rigidity could have either on corporation functionality and the standard of lifetime of members at paintings.
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Extra info for Organizational Stress Management: A Strategic Approach
4 billion each year (Sainsbury Centre for Mental Health, 2007), with the CIPD estimating the overall figure, including training and induction of replacements, to amount to £7750 per employee lost (CIPD, 2007). 1 percent respectively, with the “stress of job/role” cited as the reason for turnover by 8 percent of employees, with a further 15 percent citing “ill health – other than stress” (CIPD, 2009c). Analysis of the survey data available led NICE (2009) to assert it is reasonable to assume that, for every 1000 employees, 13 will leave each year due to mental ill health, at an average cost of £6125, which takes into account the range from £3150 for manual employees to £9000 for those at senior managerial level.
5 times those due to absenteeism. 5 x 3240 = 4860 NICE assumes the costs of a work-impaired day to be 20 percent higher than a day taken as sick leave, based on an average figure of £100 per day. Thus, the cost of presenteeism to your own organization could be calculated by adjusting for the number of employees. 7 percent for all causes, NICE estimates that 8 percent of turnover is due to staff stress. 34 CHANGE AND THE NEED FOR CHANGE Thus, for an organization with 1000 employees, annual turnover would be 157, of whom 8 percent would be leaving due to stress-related illness (13 employees).
8 percent in 2007 (Eurofound, 2008). This contrasts with the “glass ceiling” effect (Davidson and Cooper, 1992), which describes the invisible organizational layer barring access or promotion to the higher echelons of management. This is reflected in the very low proportions of women at board level in the FTSE top 100 companies. 5 percent of senior management roles in Sweden held by women, but neighboring Norway has introduced a quota system that ensures there is gender equality at the top of organizations.