Development of Policies to Deal with Workplace Stress
Establishing policies and laws to implement, develop, and strengthen effective organizational interventions to reduce workplace stress is critical.
Structural Development of the Organization: In order to effectively implement a mental health promotion program in the workplace, creating reforms and new laws is a necessary issue. The participants considered it important to redesign the roles through the division of work and based on the specialized division of tasks, assigning tasks based on individual characteristics and capabilities, and redesigning the role of the foreman. A manager said:
Each person has special abilities and conditions. I have to consider these in the selection of my employees. This person is useful for training, this person is useful for executive work, and this person is suitable for monitoring. (FGK)
Managers and supervisors considered the changes in the executive management process of the organization as important, including the modification of some work processes to reduce the workload and improve the job skills training. In addition, the allocation of payments based on the workload or job sensitivity was considered important. To organize the job promotion system and eliminate the feeling of being oppressed among the HCWs, the necessity of setting up a specific framework for job promotion was emphasized. Moreover, the participants of this study considered it important to involve HCWs for carefully examining the stressful factors of the work environment, discovering efficient solutions, deciding how to make changes, and handing over responsibilities. One of the supervisors said:
It is better to hold a meeting for HCWs and ask them about their problems and suggestions and give their opinion. (FGG)
Developing Constructive Supervision: According to the participants, especially the supervisors, to reduce the stressful monitoring, it is necessary to revise the monitoring techniques. In this regard, issues such as conducting supervision based on problem-solving, improving supervisors’ supervisory skills, and improving methods of dealing with poor performance were mentioned. Regarding how to deal with a weak employee, a supervisor said:
We have to see what the problem is, maybe there is a problem with the work process, and maybe we have to solve that problem ourselves. (FGD)
Development of Psychological Support: To develop psychological support for HCWs, the participants, especially in the focus groups of superiors, identified various dimensions, including the support and positive guidance of supervisors, supporting them in work and non-work problems, and carrying out periodic mental health examinations. A HCW said in a focus group:
It is enough for the supervisors to see my positive points, this gives me a lot of peace. (P17)
Development of strategies to increase motivation and encouragement of HCWs was expressed as a supporting factor. Supervisors believed that for motivational support, in addition to monetary rewards, non-monetary rewards are also effective, such as providing a desired job position for the employee or verbal encouragement. A HCW said about the positive effect of the supervisor’s verbal feedback:
You will be happy when the supervisor praises you, “OK, you did your job very well.” (P7)