Managers Ignoring Stressed Employees Can Hurt Performance and Workplace Morale

In today’s fast-paced work environment, many people grappling with job-related stress look to their employers for a helping hand.

But a recent study from the Tippie College of Business at the University of Iowa surfaces a troubling reality: when stress leads to disengagement and a drop in performance, managers are often reluctant to extend the support these stressed-out employees desperately need.

The Troubling Reality of Managerial Support

The findings reveal that managers sometimes perceive employees overwhelmed by stress as requiring more attention and resources than their contributions merit.

This creates a hesitation to offer essential assistance, which can exacerbate the situation.

Research conducted with more than 500 employees and managers across the United States, the United Kingdom, and Hong Kong provides a closer look at this troubling dynamic.

It turns out that when workers openly express their stress, they may unintentionally deter the support they seek from management.

Such a lack of managerial support can create a vicious cycle.

Increased disengagement leads to higher stress levels, which can chip away at job satisfaction, hinder promotional prospects, and amplify feelings of overwhelm.

Proactive Intervention and Open Communication

For managers, the study underscores the necessity of proactive intervention.

Offering stress management resources before an employee reaches a crisis point can make all the difference.

However, there are times when managers simply may not have the bandwidth to provide adequate support.

So what should people do when they find themselves overwhelmed by job-related stress? The study emphasizes the importance of open communication.

People shouldn’t feel compelled to hide their emotions.

Instead, they should discuss their feelings with managers as soon as stress becomes apparent, helping to keep it from spiraling into disengagement and diminishing performance.

If stress is tied to specific tasks, it’s crucial for workers to bring those concerns to the forefront.

While the study doesn’t explore this in depth, it suggests that when stress is framed in broader terms, managers might find it harder to grasp the situation, complicating their ability to help.

Despite this, resources like Employee Assistance Programs (EAPs) remain essential.

They should be viewed as genuine vehicles for employee well-being, not just PR tools.

The Importance of Early Detection

At the same time, a reactive approach by employers is not the answer.

Managers must heed the stress claims of their staff, spotting signs of distress long before disengagement sets in.

This research highlights the complex interactions between work stress, managerial support, and career trajectories, offering critical insights for both employees and managers alike.

Published in the journal Personnel Psychology, it invites a rethink about how we navigate stress in the workplace.

Study Details:

• Title: Under Pressure: Employee Work Stress, Supervisory Mentoring Support, and Employee Career Success
• Authors: Berrin Erdogan, Selin Kudret, Emily D. Campion, Talya N. Bauer, Julie McCarthy, Bonnie Hayden Cheng
• Journal: Personnel Psychology
• Publication Date: 08 October 2024
• DOI: 10.1111/peps.12662