Stress in the workplace increases healthcare cost by two in any organization. In the given scenarios, managers suffer from lack of best alternative to handle their stress, which they are likely to pass to their employees. The employees are likely to suffer stress that affects their relationship with one another or with the managerial team, and of which in some cases the causal factors of stress may remain unaddressed or hard to speak about. To supporting the managers this collection advocates that managers adapt a mindfulness training and emotional labor models.
According to Health Advocate, Inc, (2009, p11) mindfulness training, is a stress free oriented approach that involves directing the mind or training the mind to have its attention directed on the moment. The main objective of the technique is to ensure that awareness is enhanced through cognitive behavioral approaches, physical exercises and relaxation techniques, productivity is increased, and stress is reduced. The approaches are made to train people to be able to trace qualities of relaxation and peace, silence, stillness and rest in whatever they do every day, regardless of their situation. Mindfulness technique will help managers to manage their personal reactivity and impulses, meet their goals and grow less critical. As thus, they will less diffuse their emotions to their employees despite their daily challenges.
The second recommendation is the application of emotional labor concept. According to Chu, (2002, p1) emotional labor theory refers to the ability to manipulate outward behavior or inner feeling of either a manager or an employee to display the expected emotion that remain within the occupational norms or rules. In a 285 survey among hotel employees in employing emotional labor theory, Chu, (2002, p1) the study found that emotive effort (deep acting) and high emotive dissonance (surface acting) were positively linked with job satisfaction and inversely correlated with emotional exhaustion. Low emotive dissonance (genuine acting) was found to positively correlate with emotional exhaustion and inversely correlate with job satisfaction.
Chu, K.H. 2002. The Effects of Emotional Labor on Employee Work Outcomes. Blacksburg, Virginia.
Health Advocate Inc, 2002. Stress In The Workplace Meeting The Challenge. [Online]. Available at http://www.healthadvocate.com/downloads/webinars/stress-workplace.pdf, accessed 4/25/2016.