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Working in IT projects -occupational stress, work exhaustion
and prevention measures
Dr. Erich Latniak & Dr. Anja Gerlmaier
June 4, 2008 Fontys Hogeschool, Venlo/NL
Software Engineering Colloquium Spring 2008
Background
• research project NAR (“Sustainability of work and rationalisation”, 2003 – 2005)
• research project DIWA-IT (“Demographic change and prevention in IT services industry”, 2007 – 2010, ongoing)
• Workshop program for an IT service company (2007 - 2008, finished)
=> Research and experiences
1. Working in IT projects – myths of “good work“
• IT projects = software development, software related services, IT consulting
• focus on Germany (bias!), but no representative data available; no multivariate analysis - unpublished data => illustration of present state
• Emphasis: exposure (external influences) (physiologic/internal) stress reaction, strain
1.1 Characteristics of work in IT projects
• Project work is less pre-structured than other forms of work (problems vs. definite tasks)
• improvisation and adaptation to changing situations (vs. well planned “best way”), structuring and planning is a part of work
• limited duration of projects - temporary and problem oriented forms of co-operation
• employees are in charge of several tasks related to different projects at the same time - need to individually co-ordinate
• close co-operation and interaction with customers and suppliers
1.2 Working in IT projects - recent changes
• project work is ubiquitous in IT services• working in several projects is widespread at
the same timeBut:• increasing “standardisation” of processes• increasing cost control and reporting demands• increasing customer orientation – working at
the customer• mediated communication (chat rooms,
blackberry)• Off-shoring/ global sourcing as a trend in large
service companies
1.3 Knowledge work = good working conditions?
• limited physical burden (noise, temperature, dirt, dust…)
• supposed: high degree of autonomy, options to design and perform work according to own needs and ideas compared to other jobs (“room for manoeuvre”)
neglected research on working conditions, health, and well being in projects (esp. in Germany)
work load and demands for skills are rising (impression)
2. Reality of contemporary project work in Germany
Selected results• Dilemmas and restricted options to act
as causes of stress and strain• Autonomy• Physical disorders, nervousness• Time pressure, additional work,
interrupts
2.1 Model of stress generation (Gerlmaier/Latniak, 2007, 136, extended)
Working conditions Patterns of coping Output
Project related work demands
Project related work demands
Conditions of executionConditions of execution
Conditions of knowledge acquisition
Conditions of knowledge acquisition
Work related objectives/
goals
Work related objectives/
goals
Individual norms
and values
Individual norms
and values
Rules of the social context directed to
the individual
Rules of the social context directed to
the individual
Psychological stress:- Additional work load- Interruptions- Time pressure- Conflicts with others
Psychological stress:- Additional work load- Interruptions- Time pressure- Conflicts with others
Restrictedoptions to
act
- Skill acquisition- Satisfaction- Well-being
Accomplishing stress situations
- Anger- Physical or mental disorders- Chronic exhaustion- Passivity- Dissatisfaction- Reduced self-esteem- Reduced leisure time activities- Conflicts with partner or family
Use of options to
act
Problem solution:- Success experience- Self-efficacy experience
Problem solution:- Success experience- Self-efficacy experience
2.2 Autonomy and decision on work design (Gerlmaier/Latniak 2006)
Decision area Teams in large integrated projects
Customer–oriented project teams
Teams in a “new economy”
environment
T1 T2 E1 E2 H Ti1 Ti2
planning of working times
choice of work methods
choice of work equipment and tools
vocational adjustment of new employees
control of results/ output n.a. n.a.
planning of work sequences
decisions on staff (capacity, team membership)
planning of new projects
acquisition of new projects
project budgeting
project team together with or without team leader
individual team member together with or without team leader team leader together with or without management experts beyond the team customer
2.3 Physical disorders (Gerlmaier/Latniak 2006)
41
31
31
25
58
72
42
27
11
16
21
17
0 10 20 30 40 50 60 70 80
Backache
Headache
Stomach pain
Sleep disorders
Nervousness
Tiredness
/ Fatigue
Project staff members employees in Germany/average-
2.4 Occurrence of nervous disorders among employees (by position in hierarchy)
Nervous Disorders (percentage)
0
23
20
35
44
0 5 10 15 20 25 30 35 40 45 50
upper management
head of dept.
multi-projectmanager/coordin.
project/team manager
employees
Nervous disorders
2.5 Time pressure (Gerlmaier/Latniak, own calculations)
41,4
44,1
33,9
30,5
23,7
25,4
0% 20% 40% 60% 80% 100%
If you want to workaccuartely, you will notbe able to finish your
work in time.
Due to changes in timescheduling executed bythe supervisors, you get
under time pressure.
always/ often sometimes hardly ever/never
2.6 Additonal work (Gerlmaier/Latniak, own calculations)
49,2
54,2
61,0
37,3
33,9
27,1
13,6
11,9
11,9
0% 20% 40% 60% 80% 100%
doing s.th. again due to changesin planning
additional requests necessarydue to inaccurate information
additional work for gatheringinformation
always/often sometimes hardly ever/never
2.7 Work interrupts(Gerlmaier/Latniak, own calculations)
47,5
55,9
28,8
33,9
28,8
44,1
18,6
15,3
27,1
0% 20% 40% 60% 80% 100%
interrupt due to missinginformation
by person/ telefon call
interrupt due toinaccurate support/preliminairy work
always/often sometimes hardly ever/never
2.8 Recreation and exhaustion (Gerlmaier/Latniak 2007)
38 19 44
50 41 9
34 34 32
31 28 41
50 13 37
44 22 34
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
opportunity to rectreate at theweekend
opportunity to recreate after periodsof high workload
feeling of not being able to relief afterwork
feeling of not being able to fulfill alltasks
feeling exhausted after work
demands like now can't be fulfilledcontinuously
applies partly applies does not apply
3. “Basics”: silence, privacy, not being interrupted - a lost cultural asset? (cf. De Marco, T./ Lister, T. : Peopleware, 1987, p.49)
Environmental factor Performance in the highest
quartile
Performance in the lowest quartile
How much dedicated workspace do you have?
78 sq.ft.(= 7,24 m2)*
46 sq.ft(= 4,27 m2)
Is it acceptably quiet? 57% yes 29% yes
Is it acceptably quiet? 62% yes 19% yes
Can you silence your phone?
52% yes 10% yes
Can you divert your calls? 76% yes 19% yes
Do people often interrupt you needlessly?
38% yes 76% yes
• Individual workspace in German companies “should regularly be” 8-10 m2, acc. to the Arbeitsstättenverordnung• in open plan offices / “cube farms” 14 m2 (incl. traffic areas, desks etc.)
3.1 Design of work in IT projects
Individual organisational:- In many cases, organisational problems are
individually compensated => feedback as a first step…
- Resources are defined in negotiations with the customer – limited or no influence of employees on planning
- Company culture – role of leadership – need for regulations
- Prevention can not to be reduced to individual action even though many companies primarily focus on these measures
3.2 Approaches to prevent stress and burnout
Individual
• Work breaks• Coping with stress• Recreational
behaviour• Skills for work
design
Organisational
• Working time regulation
• Leadership• Work
organisation• Work culture• Health
management
4. Workshop program – elements to reduce stress
- implemented 2007/2008- modular structure- compulsory for and managers,
voluntarily for employees- approx. 140 participants
4.1 Module: Raising awareness and check
- Background information on physiologic facts concerning stress (adrenaline & cortisone release)
- Individual perception of stress symptoms (own/ colleagues)
- Information on burnout syndrome - Individual check of workload and stress
based on a questionnaire,
4.1 Yerkes-Dodson-Law
low middle high
Task
perf
orm
ance
• boredom• lapses, lack of concentration• low effectiveness
• boredom• lapses, lack of concentration• low effectiveness
• feeling o.k.• no symptoms of stress• highly effective
• feeling o.k.• no symptoms of stress• highly effective
• testiness, unease• low effectiveness
• testiness, unease• low effectiveness
Arousal
4.2 Module: Work related resources
- Work breaks (short breaks)- Circadian curve patterns – output/
performance/ effectiveness- Physiological background of stress and
strain- Short breaks - before you get tired- Certain hours better for concentrated work
59,6
31,0
50,0
51,7
48,3
28,8
30,5
37,3
20,3
32,2
28,8
10,2
37,3
11,9
27,1
18,6
49,220,7
0% 20% 40% 60% 80% 100%
When I am under stress, I skipthe breaks.
… I reduce the conversation withcolleagues
… I reduce leasure timeactivities
… I think "Grit your teeth andget on with it!"
… I try to get support fromcolleagues or management
… in our team, we reflect onhow to prevent this in future
regularly sometimes virtually never
4.2 Coping with stress (Gerlmaier/Latniak, own calculation)
4.3 Individual resources
- Endurance sports- Stress relaxation techniques (autogenic
training, progressive muscle relaxation, yoga)
- „stress relief by positive experiences“- Synchronising work and life („Work-Life-
Balance“)
4.3 Behavioural health resources (Gerlmaier/Latniak, own calculation)
45,8
1,7
57,6
83,1
20,3
40,7
20,3
37,3
8,5
55,9
11,9
71,2
3,4
6,8
23,7
0% 20% 40% 60% 80% 100%
endurance sports
stress relaxationtechniques
sleeping sufficiently
no smoking
watching TV
regularly from time to time virtually never
4.4 Role of Management - Leadership
- (project) manager as “doer and victim” related to psychological stress and strain
- impact on stress level for their employees- employee oriented management style =>
communication- “time for your stomach ache” – topic for
team meetings / “off records” – no protocol
4.4 Leadership and Health (acc. to Zimber 2004)
Long term
ConsequencesWork related stress
Work task
Work environment
Work organisation
Social relations
Short term
Physical disorders
Mental-health problems
Job dissatisfaction
Fluctuation
Absenteeism
Mental deseases
Somatic diseases
Stress reduction by work design e.g.
Compensation of unhealthy effects byproviding resources
Thank you very much
for your attention!