Addressing Employee Stress Creates Sense

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Financially speaking, addressing employee stress makes sense. A PwC investment analysis report from 2014 found initiatives and programs that fostered a resilient and mentally healthy workplace returned $2.30 for every dollar spent. In addition to this financial capital finding, organizational research has demonstrated a positive relationship between employee resilience and performance (Luthans, Avolio, Walumbwa, & Li, 2005). The results are clear: many Americans have little difficulty identifying when they are stressed, but are unable to prevent their stress in the first place. Yet business functions suffer from a stressed workforce. So how can we develop workplace resilience?

II. How to Develop Workplace Resilience

Luthans, Vogelgesang, and Lester (2006) have identified three ways to develop workplace resilience: a risk-focused strategy, an asset-focused strategy, and a process-focused strategy. A risk-focused strategy is aimed at preventing or reducing stress at an organization level. Creating a trustworthy culture is an example of this strategy. An asset-focused strategy is aimed at enhancing personal and organizational resources by, for instance, using continuing education and professional development to invest in employees’ human and social capital. Finally, a process-focused strategy focuses on employees’ cognitive ability. For instance, fostering employee self-efficacy is one means for influencing the way they interpret events and experiences. These three broad
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