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• focus on Germany (bias!), but no representative data available; no multivariate analysis - unpublished data =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

Conditions of execution

Conditions of knowledge acquisition

Work related objectives/

goals

Individual norms

and values

Rules of the social context directed to

the individual

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

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”

environmentT1 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% yesIs it acceptably quiet? 62% yes 19% yesCan you silence your phone?

52% yes 10% yes

Can you divert your calls? 76% yes 19% yesDo 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

per

form

ance

• boredom• lapses, lack of concentration• low effectiveness

• feeling o.k.• no symptoms of stress• highly effective

• 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!