WORK-INDUCED STRESS AND COPING SKILLS OF WORKERS

WORK-INDUCED STRESS AND COPING SKILLS OF

WORKERS

A CASE STUDY OF THE GHANA PORTS AND HARBOURS

AUTHORITY

(GPHA)

i

A LONG ESSAY SUBMITTED TO THE DEPARTMENT OF

SOCIOLOGY,

UNIVERSITY OF GHANA, LEGON

BY

BOAKYE-YIADOM, RACHEL; 10233263

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF A BACHELOR OF ARTS DEGREE IN SOCIOLOGY

APRIL 2009

DECLARATION

“This thesis is the result of research work undertaken by

Boakye-Yiadom Rachel in the Department of Sociology,

ii

University of Ghana, under the supervision of Dr. W.K.

Ahadzie and Professor K.A. Sena.”

_______________________________

_______________________________

Boakye-Yiadom Rachel Professor K.A. Sena

STUDENT SUPERVISOR

_______________________________

_______________________________

Dr W.K. Ahadzie

Date

SUPERVISOR

iii

DEDICATION

“This long essay is dedicated firstly to God, and then to my

mother, Stella Evans-Anfom, for taking me through school

irrespective of all the challenges.”

iv

ACKNOWLEDGEMENTS

I am very grateful to God for keeping me up to this point of

my life and taking me through thick and thin and turning

them into blessings.

I would also like to acknowledge Dr. Ansah-Koi; my

supervisors Professor K.A. Sena and Dr. W.K. Ahadzie; Mrs.

Josephine Gyimah-Akuafo; Naa Ansah-Koi; my cousin Frances

N.A.A. Enchia and George A. Baffour.

Last but not least, I would like to thank the management and

staff of the Ghana Ports and Harbours Authority.

v

TABLE OF CONTENTS

vii

DECLARATIONDEDICATIONACKNOWLEDGEMENTSTABLE OF CONTENTSLIST OF TABLESLIST OF FIGURESABSTRACTCHAPTER ONE – INTRODUCTION1.1 Introduction

a) Paranoidb) Schizoid

c) Emotionally unstable personality disorderd) Histrionic personality disordere) Insomniaf) Anankastic personality disorder

1.2 Background of the Ghana Ports and HarboursAuthority (GPHA)1.3 Significance of study1.4 Problem statement1.5 ObjectivesCHAPTER TWO – LITERATURE REVIEW2.0 What is stress?2.1 Origin and Terminology2.2 Definitions of stress2.3 Causes of stress2.4 What should employers do about stress?2.5 How to recognize the symptoms of stress2.6 Theoretical Framework

a) General Adaptation Syndromeb) Selye: eustress and distress

c) Lazarus: cognitive appraisal modelCHAPTER THREE – MATERIALS AND METHODS3.1 Methodology3.2 Study area3.3 Study population3.4 Sampling techniques3.5 Data collection method3.6 Instrument for collecting data

iiiiiivvviiix122223333677799

9101213141616171820

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3.7 Procedure for data analysisCHAPTER FOUR – RESULTS AND DISCUSSION4.1 Background of respondents4.2 Nature of work stress4.3 To identify stress-inducing factors in the workplace 4.4 To determine how workers cope with work-inducedstress 4.5 To examine support systems for persons sufferingfrom stress4.6 Limitations encountered in the studyCHAPTER FIVE – CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions 5.2 Recommendations REFERENCESANNEX A QUESTIONAIREANNEX B GLOSSARYANNEX C LIST OF ABBREVIATIONS AND SYMBOLS USED

202020232323242525262731323435353739404546

LIST OF TABLES

Table 3.1 GPHA employee headcount by gender reportTable 3.2 GPHA employee age profile report as at 23-01-2009Table 4.1 Age of respondentsTable 4.2 Number of children of respondentsTable 4.3 Length of employment of respondentsTable 4.4 Relationship between workers and theirbosses, colleagues and subordinatesTable 4.5 People workers direct their anger toTables 4.6 Last Body Mass Index (BMI) checkTable 4.7 Last Blood Pressure checkTable 4.8 Level at which complaints were discussed

212225262628

30323233

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ABSTRACT

All over the world, stress at work has become a real problem to organizations as

well as its workers. Though not classified as a disease, its effects have often lead

to serious ailments ranging from high blood pressure to diabetes. As a result,

research was carried out using the Ghana Ports and Harbours Authority (Tema

branch) as an area of study. Since an estimated number of about 15-30 people

were found as receiving monthly medication for high blood pressure treatment

daily. To enable us find what induces stress among workers and especially in the

x

above institution and how they responded to stress, questionnaires were sent

out, using stratifies and simple random sampling techniques to investigate the

nature of work stress, to identify stress inducing factors in the workplace, to

determine how workers cope with work induced stress, to examine support

systems for persons suffering from stress and to suggest ways of reducing stress

for workers. Finally, out of 30 respondents (19 male, 11 female, most people were

stressed out having to sit in the office for longer hours. Others, mostly the junior

staff complained of insufficient salaries. An estimated (33.3%) were not happy

with their jobs, while most people did not know their hypertensive status. Those

who knew stated quite high blood pressure figures.

CHAPTER ONE – INTRODUCTION

1.0 Introduction

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In Ghana, most workers are faced with series of problems

which result in different levels of stress depending on

individual temperaments, their environment and other factors

such as cultural background, socialization, behavioral

factors, etc. In most organizations where individuals are

diagnosed of having symptoms of stress, records have shown

that most established ones especially those with hospital

benefits or their own clinic have a number of staff on

medication to reduce their stress level.

Indications are that stress levels and their effects are

highly dependant on managerial levels in terms of their

responsibilities.

Symptoms of stress may take one or a combination of the

following:

Paranoid

Tendency to bear grudges persistently e.g. refusal to

forgive insults, injuries or slights.

xii

Unnecessary suspicion and pervasive tendency to distort

experience by misconstruing the mental or friendly actions

of others as hostile or contemptuous.

Schizoid

Showing little interest in having sexual experience with

another person (taking into account age).

Emotionally unstable personality disorder

Impulsive type

Marked tendency to act unexpectedly and without

consideration of the consequences

Borderline type

Excessive efforts to avoid abandonment and recurrent threats

or acts of self-harm

Histrionic personality disorder

Suggestibility (the individual is easily influenced by

others or by circumstances).

xiii

Histrionic personality disorder continual seeks for

excitement and activities in which the individual is the

center of attention.

Insomnia

This is characterized either by inability to initiate sleep

or to maintain sleep for required duration.

Anankastic personality disorder

This calls for perfectionism that interferes with task

completion. There is also preoccupation with productivity to

the exclusion of pleasure and interpersonal relationships.

Again, rigidity and stubbornness sets in. Finally,

unreasonable insistence by the individual that others submit

exactly to his or her way of doing things, or unreasonable

reluctance to allow others to do things.

Stress may sometimes result in depression. It is important

to note that stress and depression are not the same.

xiv

Depression is a debilitating condition that has been an

enormous burden on society. In 2000, the World Health

Organization (WHO, 2001) ranked depression as the leading

cause of disability worldwide. An important component of the

economic impact of depression is lost productivity in the

workplace. Workers suffering from depression are more likely

to take time off because of short and long-term disability,

and depressed people tend to be less productive on the job.

The jobs considered to be the most stressful are often

referred to as “high strain” jobs (Karasek, 1979). This

means that demands are high, yet workers have few

opportunities to use their skills and make decisions. The

effects of high job strain on cardiovascular disease have

been well documented (Schnall et al, 1994), but associations

with mental health have not been studied as extensively,

especially longitudinally (Bourbonnais et al, 1996). Job

strain is only one of the stressors workers may face in day-

to-day life (Margot, 2006). Lack of support from supervisors

and co-workers, for example, can cause stress. Of course,

xv

workers may also confront stress at home and in other areas

of their lives.

Workplace stress is the harmful physical and emotional

response that occurs when there is a poor match between job

demands and the capabilities, resources, or needs of the

worker (NIOSH, 1999). Stress, according to Vittorio (2003),

is the physical and emotional response that occurs when the

requirements of the job do not match the capabilities,

resources or needs of the employee.

Work stress is recognized world-wide as a major challenge to

workers’ health and the healthiness of their organizations.

Workers who are stressed are also more likely to be

unhealthy, poorly motivated, less productive and less safe

at work. Their organizations are less likely to be

successful in a competitive market.

Stress can be brought about by pressures at home and at

work. Employees cannot usually protect workers from stress

xvi

arising outside of work, but they can protect them from

stress that arises through work. Stress at work can be a

real problem to the organization as well as for its workers.

Good management and good work organization are the best

forms of stress prevention. If employees are already

stressed, their managers should be aware of it and know how

to help.

In the Ghana Ports and Harbours Authority for example, which

is the area of study, an estimated number of about 15-30

people receive monthly medication for high blood pressure

(which has been discovered as being as a result of stress)

in a day. It is for this reason that it has become

necessary for this study to be conducted to enable us find

what induces stress among workers, especially those at GPHA.

xvii

1.1 Background of the Ghana Ports and Harbours Authority

(GPHA)

The Ghana Ports and Harbours Authority (GPHA) has two

branches; one in Tema (in the Greater Accra Region) and the

other in Takoradi (in the Western Region). Both ports are

charged with the responsibility of cargo handling, shipment,

transshipment and the transit of export and import goods.

The activities of these ports are entrusted in the sole

authority of the Director-General – who resides at the

headquarters of the Tema Port – together with two auxiliary

directors for each of the ports (Tema and Takoradi) and the

departmental heads, who help to run the day-to-day

administration of the ports.

Being a sea port, its vision is “To be the preferred port in

the sub region.” Its mission statement reads:

a) Our business is to provide efficient port facilities

and services to our customers.

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b) Our pricing policy seeks the mutual benefits of the

authority and our customers, as we keep them to keep us

in business.

c) We recognize our workforce as the greatest asset and

the key success to our pursuits to be the gateway to

the West African sub region.

d) We employ appropriate technology to our operations and

contribute towards a clean, healthy and safe marine

environment.

Considering the rigors required in achieving the above

goals, it is very conceivable that some, if not all, workers

of GPHA may face problems with stress.

1.2 Definitions of stress

There are many definitions of stress. The Health and Safety

Executive define stress as, "the reaction people have to

excessive pressures or other types of demand placed upon

them. It arises when they worry they can't cope".

xix

Often the feeling of 'not coping' is seen as a weakness that

cannot be acknowledged and people carry on. Individuals

generally accept reasonable pressures, which are, in the

main, considered as positive and motivational. These

pressures can provide the key to a sense of achievement and

job satisfaction. It

is only when there is excessive pressure whether at work or

outside (or both) that stress might become harmful. It can

then damage performance and undermines the health of the

staff member.

Stress is often described as "a variance between workload

and capability". The workload may be greater than the

capability of the individual or the workload may be less

than the individual's capability. (Health and Safety

Executive, UK)

Organizational stress management programs abound, and a

growing body of research has given us insight into the

causes and potential antidotes for stress. Yet, stress has

xx

not gone away. Far from it! Most indicators of mental health

in the United States show that symptoms of stress have been

on the rise. The decline in the economy has taken its toll

over the past few years. On September 11, 2001, the mental

health of the United States experienced a sudden jolt. And,

since then, there has been war, heightened awareness of

terror, and an on-going diffuse sense of unease and

nervousness. Even for those not directly affected by

economic or world events, there remain reverberating

aftershocks that affect us all.

And then, at a more local level, there is work-related

stress. The problem is stress can be cumulative. What goes

on at work can add to the "volume" of stress a person

perceives and experiences.

What to do? An organization only can do so much. Work stress

is only part of the problem. But, in many cases, a

significant part – and a part that potentially is changeable

through workplace interventions.

xxi

Some stress clearly can be traced to individual factors

(e.g., personality, social support, coping skills), and not

some organizational culprit. People vary quite a bit in

terms of how much stress they can withstand, how much they

let it get to them, and how much they may transmit it to

those around them. Research has shown a number of factors to

be important in our capacity to tolerate stress. The same

individual factors discussed in a 1986 Training and

Development article (Nowack, K. “Who are the hardy?”) still ring

true today. People who are committed to meaningful goals,

who see problems as challenges, and who experience a sense

of control (the 3 “C’s”) are buffered against the effects of

stress. A fourth “C,” connection to others also has been

shown to mitigate the effects of stress. For the most part,

an organization can do little to modify or change these

individual factors (except perhaps more rigorous recruitment

and selection practices that screen those especially

susceptible to stress, or those who are known carriers of

stress).

xxii

Besides an individual's personality, emotional

predisposition or coping skills, there are many

organizational sources of stress. In fact, recent research

by Organizational Performance Dimensions suggests that

without addressing organizational sources of stress,

individual stress management programs usually are

ineffective with respect to productivity and quality of work

life outcomes.

Furthermore, a recent study by Marketdata, a Tampa, FL

research firm, reported that nearly 75 percent of people

seeking stress reduction were being treated for work-induced

stress. (Kenneth M. Nowack, Ph.D. Scott Wimer Ph.D. Envisia

Learning Wimer & A

ssociates)

1.3 Problem statement

The nature of work is changing at whirlwind speed, perhaps

even more than ever before. Interventions that consider the

broader social, economic, political, and contextual factors

xxiii

that influence health-related lifestyle decisions will

improve the effectiveness and relevance of such health

promotion initiatives. Continued work in these areas help to

uncover the methods that could be most effective in planning

and carrying out worksite interventions to reduce or manage

the occupational stress that these workers encounter and

encourage them to adopt healthy lifestyle behaviors and

reduce their risk for chronic diseases. The problem

statement for this study is how stress among workers is

responded to.

1.4 Significance of study

Because stress often has a considerable negative impact on

job performance, reducing job stress should be a priority

for employers. Understanding worker’s vulnerability to

different sources of stress is important, as well as how

these different stressors can interact to affect workers’

mental health. It is a result of these that this study is

being undertaken. This is because such information could

help employers take steps to reduce or prevent stress, and

xxiv

thus perhaps lower the risk of stress leading to depression

among workers.

1.5 Objectives

The main objective of this study is to look at the every day

stress of work among workers.

With specific objectives as:

a) To investigate the nature of work stress

b) To identify stress-inducing factors in the work place

c) To determine how workers cope with work-induced stress

d) To examine support systems for persons suffering from

stress

e) To suggest ways of reducing stress for workers

1.6 Theoretical Framework

xxv

Over the years various models have been proposed for stress.

a) General Adaptation Syndrome

Hans Selye researched the effects of stress on rats and

other animals by exposing them to unpleasant or harmful

stimuli. He found that all animals presented a very

similar series of reactions, broken into three stages.

In 1936, he described this universal response to the

stressors as the general adaptation syndrome, or GAS.

i. Alarm is the first stage. When the threat or

stressor is identified or realized, the body's

stress response is a state of alarm. During this

stage adrenaline will be produced in order to bring

about the fight-or-flight response. There is also

some activation of the HPA axis, producing cortisol.

ii. Resistance is the second stage. If the stressor

persists, it becomes necessary to attempt some means

of coping with the stress. Although the body begins

xxvi

to try to adapt to the strains or demands of the

environment, the body cannot keep this up

indefinitely, so its resources are gradually

depleted.

iii. Exhaustion is the third and final stage in the

General Adaptation Syndrome (GAS) model. At this

point, all of the body's resources are eventually

depleted and the body is unable to maintain normal

function. At this point the initial autonomic

nervous system symptoms may reappear (sweating,

raised heart rate etc.). If stage three is extended,

long term damage may result as the capacity of

glands, especially the adrenal gland, and the immune

system is exhausted and function is impaired

resulting in decompensation.

The result can manifest itself in obvious illnesses

such as ulcers, depression, and diabetes, trouble with

the digestive system or even cardiovascular problems,

along with other mental illnesses.

xxvii

b) Selye: eustress and distress

Hans Selye published in 1975 a model dividing stress

into eustress and distress. Where stress enhances

function (physical or mental, such as through strength

training or challenging work) it may be considered

eustress. Persistent stress that is not resolved

through coping or adaptation, deemed distress, may lead

to anxiety or withdrawal (depression) behavior.

The difference between experiences which result in

eustress or distress is determined by the disparity

between an experience (real or imagined), personal

expectations, and resources to cope with the stress.

Alarming experiences, either real or imagined, can

trigger a stress response.

c) Lazarus: cognitive appraisal model

Lazarus argued that in order for a psychosocial

situation to be stressful, it must be appraised as

xxviii

such. He argued that cognitive processes of appraisal

are central in determining whether a situation is

potentially threatening, constitutes a harm/loss, a

challenge, or is benign.

This primary appraisal is influenced by both person and

environmental factors, and triggers the selection of

coping processes. Problem-focused coping is directed at

managing the problem, while emotion-focused coping

processes are directed at managing the negative

emotions. Secondary appraisal refers to the evaluation

of the resources available to cope with the problem,

and may alter the primary appraisal.

In other words, primary appraisal also includes the

perception of how stressful the problem is; realizing

that one has more than or less than adequate resources

to deal with the problem affects the appraisal of

stressfulness. Further, coping is flexible in that the

individual generally examines the effectiveness of the

xxix

coping on the situation; if it is not having the

desired effect, s/he will generally try different

strategies.

CHAPTER TWO – LITERATURE REVIEW

2.0 What is stress?

Stress is a biological term which refers to the consequences

of the failure of a human or animal body to respond

appropriately to emotional or physical threats to the

organism, whether actual or imagined.

It includes a state of alarm and adrenaline production,

short-term resistance as a coping mechanism, and exhaustion.

It covers a huge range of phenomena from mild irritation to

xxx

the kind of severe problems that might result in a real

breakdown of health.

Common stress symptoms include irritability, muscular

tension, inability to concentrate and a variety of physical

reactions, such as headaches and accelerated heart rate.

2.1 Origin and Terminology

In the 1930’s the endocrinologist Hans Selye first used the

term "stress" to identify physiological responses in

laboratory animals. He later broadened and popularized the

concept to include the perceptions and responses of humans

trying to adapt to the challenges of everyday life. In

Selye's terminology, "stress" refers to the reaction of the

organism, and "stressor" to the perceived threat.

Stress in certain circumstances may be experienced

positively. Eustress, for example, can be an adaptive

response prompting the activation of internal resources to

meet challenges and achieve goals.

xxxi

2.2 Causes of stress

The causes of stress are diverse and complex but are

considered to be essentially associated with the design and

organisation of work, including management.

Employers’ responsibility

Employers have a duty in law to make sure that their

employees are not made ill by their work. It is common

knowledge that stress can affect your health, and employers

need to be aware of the implications. Quite apart from the

legal obligation, action taken to reduce stress and the

working time lost as a result of stress-induced illness can

be cost-effective. The costs of stress to an organisation

may show up as high staff turnover, an increase of sickness

absence (particularly frequent but short duration absence),

reduced work performance and poor timekeeping. Stress in one

individual can have a knock-on effect and result in stress

in other team members covering for their colleague. There

are of course also the potential costs associated with

xxxii

compensation claims from employees who have suffered ill

health from work-related stress.

2.3 What should employers do about stress?

The starting point is the process of risk assessment. Risk

assessment for stress includes looking for pressure at work

that could cause high and sustained levels of stress,

identifying who might be harmed; including those who you

consider may be particularly at risk due to other factors,

and deciding whether enough is being done to prevent that

harm.

It is worth adding at this point that although employers are

not under any legal obligation to prevent ill health caused

by stress due to problems outside work, it should be

recognized that non-work problems and stress can make it

difficult to cope with pressures at work. Work performance

may well suffer as a result, so being understanding to staff

under these circumstances would be in an employer’s

xxxiii

interest. If necessary, employers must take reasonable steps

to deal with work-induced pressures.

2.4 How to recognize the symptoms of stress

Many of the outward signs of stress in individuals should be

noticeable to managers and colleagues. Look in particular

for changes in a person’s mood or behavior, such as

deteriorating relationships with colleagues, irritability,

indecisiveness, absenteeism or reduced performance. Those

suffering from stress may also smoke or drink alcohol more

than usual. They might also complain about their health,

suffering with frequent headaches.

Are some people more likely to suffer from stress than

others?

We are all vulnerable to stress, and although some people

claim to thrive on it there is arguably a difference between

enjoyable working pressures and those that push over the top

and result in ill health. It can be argued however, unless

xxxiv

you know otherwise, that all employees are mentally capable

of withstanding reasonable pressure from work.

Stress is recognized as an increasing global phenomenon,

affecting all professionals and all categories of workers,

families and society in general. The emerging approach to

dealing with the problem emphasizes prevention and

elimination of the causes, rather than the treatment of its

effects. (David Cowles, Buro Happold Health and Safety

Advisor)

According to the Health and Safety at Work Act 1974,

employers must provide a healthy environment for you to

operate in. They are required to adequately assess the risks

associated with work related stress and act appropriately to

minimize it. To decrease employees’ stress at work, an

employer might devolve extensive responsibilities, for

example, or ensure that highly stressful work is undertaken

by a variety of people instead of just one individual. They

might ensure exposure to stressful work practice is confined

xxxv

to short periods, or they may install mechanisms to listen

to employees’ grievances or provide means for employees to

relax.

What exactly is work related stress? We all at some points

in our lives face stress at work. The body is geared to deal

with the sense of threat to our wellbeing by releasing

adrenaline and making us ready for action, fight or flight.

Prolonged exposure to pressure can cause a detrimental

effect on health. The workplace has increasingly become

individuals’ key sources of stress. Tight deadlines, harsh

workloads, demanding pace of work and increased expectations

on employees across all sorts of industries has meant that

stress at work is a phenomenon common to many workers in the

United Kingdom.

Some people are keen to point out that pressure helps

performance. They say a healthy dose of pressure motivates

the body and mind and prevents complacency in the workplace

from slowing down productivity and effort. Yet there is an

xxxvi

important difference between the occasional incidence of

pressure which acts as a motivating tool, and chronic,

detrimental pressure which ends up de-motivating employees.

Of course an employer wants you to perform well, but he or

she should — and indeed is legally obliged to — assess the

emotional pressure their employees face and take action

appropriately.

What are the dangers? This problem contributes to

psychological conditions including depression and anxiety.

It affects family, who often bears the brunt of the problem

of an unhappy individual, and can cause social problems such

as divorce and arguments with spouses and children. Perhaps

the most dangerous psychological effect of stress at work is

nervous breakdown, when an individual feels unable to cope,

and this often results in doctors signing workers off work

for long periods. Physically it can contribute to high blood

pressure and has been linked to heart disease. Work related

stress also contributes indirectly to alcoholism and

nicotine addiction, which have clear detrimental effects on

xxxvii

individuals’ health. (The UK Occupational Illness Solicitors

Network)

CHAPTER THREE- MATERIALS AND METHODS

3.0 Methodology

This section describes the sources of data and the

methodology that as W employed to gather

data. Description of the procedures used in collecting data

will enable readers of this study appreciate the particular

strengths and limitations of the study.

3.1 Study area

This study was conducted at the Ghana Ports and Harbours

Authority, Tema.

3.2 Study population

The study population of this study was all workers. However

this study was limited to only workers of Ghana Ports and

xxxviii

Harbours Authority at Tema.

3.3 Sampling techniques

Both stratified and simple random sampling were used to

select respondents for the study. Members of staff of the

organization were stratified into two groups – junior

and senior staff. The stratified sampling was used because

it will ensure the actual distribution of the target

population and also provide a certain level of accuracy of

the results.

Simple random sampling was then used to select respondents

from each stratum. Numbers were assigned each member of

staff in the sample frame. These numbers were then put

in a container, after which the respondents were randomly

selected.

3.4 Data collection method

Data for this study was derived from both primary data and

secondary source. Secondary source would include library

xxxix

search which entailed viewing of published literature for

example books and articles in journals and also unpublished

literature.

Primary data was derived from questionnaire collected from

the field of the study.

3.5 Instrument for collecting data

questionnaires were used as the tool for collecting data

from the respondents. The questionnaire consisted of both

open-ended and closed-ended questions. The open-ended

questions offered the respondents the opportunity to

express themselves and their views where necessary.

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3.6 Procedure for data analysis

Data collected from the field was first sifted through

to separate correctly answered questionnaires from

incorrectly answered ones. After which editing was

undertaken to correct errors, check for non-responses

questions, appropriateness and accuracy.

The open-ended questions were extracted and then coded.

Serial numbers were thereby assigned to the individual

edited questionnaires for the purpose of easy identification

during the coding process and rechecking of information on

the questionnaire during the data entering exercise.

The numbering of the questionnaire was then followed by

preparation of a coding scheme for the actual coding

exercise where the coded responses were transferred onto

coding sheets for data entry and processing on the computer.

The necessary statistical tables were generated from the

computer for data analysis and discussions.

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Table 3.1 GPHA employee headcount by gender report

Name Male Female Total

Mgt-Hq 12 11 23

Senior-HQ 6 16 22

Junior-HQ 44 20 64

MGT-TM 28 6 34

Senior-TM 48 21 69

Junior-TM 1,059 132 1191

Mgt-FH 4 1 5

Senior-FH 1 5 6

Junior-FH 29 30 59

xlii

Mgt-GJT 4 2 6

GJT Senior Staff 4 6 10

GJT Junior Staff 51 196 247

Total 1,290 446 1736

Table 3.2 GPHA employee age profile report as at 23-01-2009

Name19-

24

25-

29

30-

34

35-

39

40-

44

45-

49

50-

54

55-

60

Tota

l

Mgt-HQ 0 0 0 2 1 4 5 11 23

Senior-

HQ0 0 3 4 3 6 2 4 22

Junior-

HQ2 9 14 8 7 15 4 5 64

Mgt-TM 0 0 0 0 5 8 12 9 34

xliii

Senior-

TM0 0 4 8 11 12 11 23 69

Junior-

TM2 48 191 269 240 215 134 92

1,19

1

Mgt-FH 0 0 0 0 0 0 4 1 5

Senior-

FH0 0 2 1 0 1 2 0 6

Junior-

FH1 27 3 4 9 9 3 3 59

Mgt-GJT 0 0 0 1 0 2 2 1 6

GJT

senior

staff

0 0 1 2 2 0 4 1 10

GJT

junior

staff

2 11 13 27 74 46 43 31 247

Total 7 95 231 326 352 318 226 1811,73

6

xliv

CHAPTER FOUR – RESULTS AND DISCUSSION

4.0 Background of respondents

Thirty people were interviewed during the study. Of these,

19 (63.3

%) were male and 11 (36.7%) were female. The ages of the

respondents are shown in Table 4.1 below.

Table 4.1 Age of respondents

Age Frequency Percentage (%)

Below 20 1 3.3

21-30 2 6.7

31-40 7 23.3

41-50 14 46.7

51-60 6 20

Source: Fieldwork, 2009

xlv

Majority of them (86.7%) lived in Tema while (6.7%) lived in

Sakumono and another (6.7%) lived in Accra respectively. Of

the respondents, (90%) had children while (10%) did not have

any children. The number of children the respondents have is

shown in Table 4.2 below.

Table 4.2 Number of children of respondents

Number of children Frequency Percentage (%)

One 5 16.7

Two 9 30

Three 8 26.7

Four 1 3.3

Five 1 3.3

No answer 6 20


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4.2 Nature of work stress

The length of employment of the workers in GHAPOHA is shown

in Table 4.3 below.

Table 4.3 Length of employment of respondents

Frequency Percentage (%)

Less than 10 years 10 33.3

11-20 years 9 30

21-30 years 10 33.3

31-40 years 1 3.3


On the issue of their income being sufficient, (70%) said

their incomes were inadequate; (26.7%) said they were

adequate and (3.3%) did not answer. Most of the staff

(93.3%) said that they obtained work benefits while (6.7%)

said they did not receive any benefits. All those who

admitted that they received work benefits said that the

benefits helped them. Two-thirds (66.7%) said that they were

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happy with their jobs while the remaining (33.3%) said that

they were not happy with it. All the respondents said that

their jobs were very involving. Those who admitted that they

were stressed on the job formed a majority (73.3%) while

(26.7%) did not state whether or not they were stressed on

the job. When asked how often they were stressed out,

(43.3%) were stressed out daily; while (50%) were sometimes

stressed out. One person each admitted being never stressed

out and not often stressed out respectively. Stress in their

family lives affected (56.7%) while the remaining (43.3%)

said they were not affected by stress in their families.

Those who said they were stressed in their families

mentioned factors such as demands of the extended family and

responsibilities towards the extended family; by occasional

domestic and financial problems; by the kids; by household

chores and having too many children and wives.

4.3 To identify stress-inducing factors in the work place

Of the respondents, 22 complained of getting stressed by

having to sit for a long time to work while the remaining 8

xlviii

did not get stressed by sitting for a long time. A third of

the respondents complained of being stressed by official

duties which involved having to go out of the office on

official duties.

The relationship between the workers and their bosses,

colleagues and subordinates in found in Table 4.4 below.

Table 4.4 Relationship between workers and their bosses,

colleagues and subordinates

Yes No Don’t

know

Not

stated

Do you like your

boss?

25 3 0 2

Do you think your

boss likes you?

17 20 0 7

Do you like your

colleagues?

14 5 11 0

Do you think they 21 7 0 2

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like you?

Do you like your

subordinates?

25 4 1 0

Do you think your

subordinates like

you?

19 3 8 0


Describing their bosses, 25 of them described their bosses

as hardworking; 3 said their bosses were lazy and 1

respondent did not answer the question. The respondents

generally got along with their bosses with 26 of them saying

they got along with their bosses; 3 saying no and 1 person

not responding. Teamwork was required of 26 of the

respondents; while 2 said their work depended that they

should be independent and 2 also said their work required

both teamwork and independence.

About how they preferred to work, 23 said they preferred

teamwork, while 2 preferred independent work. Of the rest, 4

l

did not answer and 1 preferred both teamwork and

independence. All the workers looked forward to going home

at the close of work; while 4 of them did not look forward

to coming to work. The remaining 26 looked forward to coming

to work.

All the workers returned home within an hour of leaving the

office. Apart from one worker who arrives about two hours

before the official work hours, all the staff arrived within

an hour before or after the official commencement time of

8am. Some of the staff stayed in the office after work hours

in order to ensure that they complete their assignments for

the day; and also to avoid traffic.

Generally the staff ate regularly. Most ate breakfast at

home; lunch in the office and supper ate home. Of the three

meals the one the staff was most likely to miss was

breakfast; and this is because they stated that they had to

rush to work. Some of the staff however, took their

breakfast in the office.

li

Anger seemed like a common phenomenon in GHAPOHA. Of the

respondents, 9 said they were always angry while 20 said

they sometimes got angry and 1 person said never got angry.

Table 4.5 below shows whom in the workplace; the workers

directed their anger to.

Table 4.5 People workers direct their anger to


Subordinates 5 16.7

Colleagues 2 6.7

Superiors 1 3.3

Clients 2 6.7

Not Stated 1 3.3

All 3 10

Not Applicable 16 53.3


Of the total number of workers, 7 expressed their anger when

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they were angry; while the

same number concealed it. For 13 of them, it was not

applicable and 3 did not answer. Most of the workers (25)

said their offices were comfortable. Although their offices

seem comfortable, they described the workplace as very noisy

(9); a bit noisy (8) and not at all noisy (13). About how

busy the workplace was the workers described it as being

very busy (22), a bit busy (6) and not at all busy (2). The

workers attributed the noise to people (63.3%), cars (3.3%)

and machines (33.3%). Of the total number of workers, 14

were very secure in their jobs; 10 were secure and 6 said

they were a bit secure in their jobs.

Most of the workers (66.7%) had a few friends at work, (30%)

had many friends and (3.3%) had no friends at work. Of the

respondents, 13 admitted that their friends were stressed

out at work; while 2 said their friends were not stressed

out. Of the rest, 10 said they didn’t know if their friends

were stressed and 5 said their friends sometimes got

stressed out.

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4.4 To determine how workers cope with work-induced stress

The workers gave various mechanisms they adopted in order to

cope with stress at work. These generally included time

management, voicing out stress, listening to music, taking

breaks when necessary and making phone calls. Others

mentioned include reducing the daily work burden, through

divine intervention and working in harmony with superiors,

subordinates and colleagues.

The workers generally admitted not being overweight (60%);

with (36.7%) admitting that they were overweight and (3.3%)

saying that they did not know whether they were overweight.

Only 7 of the respondents had medical conditions; with 9 of

the total number of respondents being on medication. Six of

the respondents provided detail of their medical conditions.

Of those who provided the details, 5 were hypertensive while

one was asthmatic.

liv

Tables 4.6 Last Body Mass Index (BMI) check


Less than 3 months 6 20

4-6 months 2 6.7

Over a year 4 13.3

Can’t remember 15 50

No answer 2 6.7

Never 1 33


Table 4.7 Last Blood Pressure check


Less than 3 months 23 76.7

lv

7-9 months 1 3.3

Not Stated 6 20


Only (36.7%) of the respondents could state their blood

pressure.

4.5 To examine support systems for persons suffering from

stress

The respondents (60%) admitted that there were avenues in

the workplace which made it possible for them to voice out

their concerns. Also, (56.7%) of the respondents said their

complaints were discussed when they raised them. The levels

at which the complaints were discussed are shown in Table

4.8 below.

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Table 4.8 Level at which complaints were discussed


Not Applicable 14 46.7

Management 8 26.7

Union 3 10

Peers 1 3.3

Departmental Level 1 3.3

Not Stated 2 6.7

All 1 3.3


There is a staff clinic to attend to the needs of the staff

and their families. Provision of counseling services, only

(40%) admitted that such a service was provided in the

workplace. Of the workers, (23.3%) trusted in the counseling

services provided; while (26.7%) did not trust the

counseling services provided; with (50%) of the respondents

not indicating whether or not they trusted the counseling

services provided.

lvii

Most workers (43.3%) voiced out their stress; while (20%)

did not. Of the rest, (6.7%) said they sometimes voiced out

their stress and (30%) did not answer.

About how they felt after counseling, (56.7%) did not

answer. Of the rest, (26.7%) said they felt better; while

(10%) said they did not; with (6.7%) saying they did not

know. Only (23.3%) of the respondents had access to personal

counseling outside the office. Most of them (63.3%) however

did not have such access; while (13.3%) did not answer.

4.6 Limitations encountered in the study

A few limitations were encountered during the course of this

study.

1. As a visually impaired student, typing and formatting

posed a challenge and I had to rely on close friends to

help me achieve this.

lviii

2. Most of the people at the workplace who were known to

have been on medication, and were probably more

stressed, refused to fill the questionnaire.

3. Proximity to the various departments of GPHA was

sometimes a bit of a problem because of the expansive

nature of the port, requiring the use of vehicles to

move to and fro.

CHAPTER FIVE – CONCLUSIONS AND RECOMMENDATIONS

5.0 Conclusions

Looking at the above stated analysis, I guess everything

that readers want to know exclusively is whether the staff

of GPHA are stressed or not and which category of people are

most affected. Looking at the data collected, 19 males as

compared to 11 females had to answer the questionnaire

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because of the ‘male-female’ ratio in the port. The company

provided flats and bungalows for its workers and for that

matter, it is no wonder that (86.7%) of the staff live in

Tema. For the (6.7%) who lived in Accra, Sakumono and other

places, they may be living with their spouses or have not

yet had the chance of being accommodated or perhaps lived in

their own houses.

Although the length of employment ranges between 5 and 40

years, it does not indicate the position of particular

persons. Thus, for example, one who has worked between 10

and 20 years could be a manager, a senior or a junior staff

just the same as one who has worked between 30 to 40 years

etc. On the issue of their income being sufficient or not,

it was found out that the (70%) who said their income was

inadequate were mostly junior staff. That of the senior

staff varied, that is it was either manageable or

inadequate. For the management staff, it was sufficient.

Those who did not answer, if they were given the platform,

would have been very angry at the whole salary structure. It

lx

is true the company had benefits like car loans, housing

loans, bonuses, health care facilities etc; however the

(6.7%) who said they did not receive any benefits were

perhaps not pleased with the above stated benefits. The

(66.7%) who said they were happy with their jobs included

all the managers who responded to the data and several

others. However, no manager out of the (33.3%) was happy

with his or her job. All of them were mainly junior staff.

Owing to the fact that everybody’s job was involving, there

is no doubt that majority, that is (73.3%) were very

stressed on the job and even the (26.7%) who refused to

state could not measure their stress levels. The number of

times they were stressed suggests that most of them, if not

all, are sometimes stressed at work. The result/s above

indicates that most people are stressed out having to sit

for longer periods at work. The few who are stressed having

to go out of the workplace are faced with the headache of

heavy traffic and dealing with difficult clients. The

details seem to suggest that there is a friendly

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relationship that exists at GPHA between bosses and their

subordinates. Most people are not sure whether their bosses

like them and the same applies to knowing whether their

colleagues like them. A large number of the respondents

thought their bosses were hardworking. Looking at the fact

that a large number of people thought their bosses were

hardworking, there are no doubt that majority of the

respondents got along with their bosses. To reduce a bit of

the stress on workers, most people loved team work. It is

not surprising that everybody looked forward to going home

as compared to coming to work.

Since research show that bad eating habits generate stress

and most people are angry at the slightest problem and their

workplaces are also very busy it may not be surprising that

the bad eating habits of staff contributed to their anger on

the job, whichever way it takes. From the analysis, those

who were not secure in their jobs indicated a higher

percentage which could also result in high stress level.

Most of the people had a few friends, all of whom were

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friends from secondary school days, childhood etc. Looking

at (36.7%) who were overweight, there is no doubt that at

least a certain percentage had medical conditions and of the

medical conditions, majority were hypertensive. Most people

did not check their body mass index so they would not even

know whether they had medical conditions. The avenues in the

workplace which made it possible for the respondents to

voice out their concerns are not well spelt out. Thus most

people voiced out their problems unofficially than

officially. Although staff may be happy about the provision

of a clinic, they are not sure whether there is a welfare

department separated from the clinic, which is charge with

these responsibilities. However, most people are not too

sure whether its counselling unit either exists or would be

efficient. If over (56.7%) would not answer questions about

how they felt about counselling, then I guess I would be

right in stating that most of the staff does not have enough

information as to how to control their stress levels.

lxiii

5.2 Recommendations

From the findings of the study, the following suggestions

are recommended.

1. Incentives, especially for junior staff, should be

increased, so they may be able to aptly take care of

their families and thus not have undue stress from

home. All workers must feel comfortable in their

offices so as to be happy in the workplace.

2. Managers should get closer to their subordinates so as

to know their problems and try to find solutions to

them.

3. Management should use the technique of job-centred as

well as employee-centred approach.

lxiv

4. A proper counselling centre should be put in place to

cater for the various stresses that workers of GPHA may

face day-by-day.

5. Finally, occasional stress management seminars should

be organised for the various departments regularly

throughout the year.

REFERENCES

NIOSH (1999). Stress at work. U.S. National Institute for

Occupational Safety and Health, DHHS (NIOSH) Publication

Number 99-101

lxv

Margot Shields (2006) Stress and depression in the employed

population, Health Reports, Vol. 17, No. 4.

WHO (2001); The World Health Report 2001- Mental Health: New

Understanding, New Hope. Geneva: World Health Organization

Schnall PL, Landsbergis PA, Baker D; (1994) Job Strain and

Cardiovascular Disease. Annual Review of Public Health 15:381-411

Karasek RA; (1979) Job Decision latitude and mental strain:

Implications for Job Redesign. Administrative science Quarterly 24:

285-308

Bourbonnais et al; (1996) Job Strain and Psychological

distress in White-Collar Workers.

Scandinavian Journal of Work, Environment and Health 22 (2): 139-145

lxvi

ANNEX A

QUESTIONNAIRE

WORK-INDUCED STRESS AND COPING SKILLS OF WORKERS. A CASE

STUDY OF THE GHANA PORTS AND HARBOURS AUTHORITY

QUESTIONNAIRE

Background

1. Sex:

2. Age:

3. Marital status: single, in a relationship, married,

divorced widowed.

4. Details of spouse: age, employed or unemployed and

where, do they live with you

5. Place of Residence:

6. Education:

7. Children:

8. When were you employed by GPHA?

lxvii

9. Position in Company:

10. Job schedule:

11. How long have you been working

12. What is your monthly income, annual income

13. Is your income sufficient, insufficient

14. Do you have any work-related benefits

15. Are you happy with your job? Yes of No

16. What is your profession by training?

17. What is your present job?

18. Please describe the nature of your work

Sources of Stress

19. Do you feel stressed in your job? If yes, then

please specify whether you are stressed daily,

sometimes, always, never.

20. Do you feel stressed in your family life?

21. If so, then why or by whom, and when

3. Demands of job

22. Which aspects of your job do you like the most?

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23. Which aspect of your job do you dislike the most?

24. Do you get stressed by having to sit for a long

time to work?

25. Do you get stressed by having to go out of the

office on official duties?

26. Does your job require lots of teamwork or is it

more independent

27. Do you generally love working in teams or do you

prefer independent work?

28. Do you feel secure in your job? Very, yes, a bit,

or not at all?

29. Do you look forward to going to work?

30. Do you look forward to going home?

4. Work relationships

31. Do you have friends at work? Many, few, none

32. Are your friends often stressed at work?

33. Do you like your boss?

34. Do you think they like you?

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35. Do you like your colleagues?


37. Do you like your subordinates?


39. Which type of boss do you have? Hardworking or

lazy

40. Do you get along?

41. Are you often angry on the job?

42. Who is this anger directed to? Subordinates,

colleagues or superiors?

43. Do you express this anger or do you have to

conceal it? If you do express it, how do you express

it? (shout, fight, etc)

5. Job schedules

44. What time are you supposed to close from work?

45. What time do you actually close from work?

46. What time do you usually get home?

47. If late, then why?

48. What time are you supposed to report to work?

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49. What time do you usually report to work? If late,

then why? If very early, then why?

50. Do you often eat breakfast before leaving home?

51. If not, why? When and where, then, do you eat

breakfast?

52. Do you usually eat lunch? When and where do you

eat lunch? lunch before work at work

53. Do you usually eat supper? When and where?

Physical work place

54. Are you comfortable in your office?

55. Do you consider your work space noisy? Very, a

bit, or not at all?

56. Do you consider your work space busy? Very, a bit,

or not at all?

57. If so, then with what (people, cars, machines,

etc.)

To determine how workers cope with work-induced stress

lxxi

58. How do you cope with stress at work? Please give

details.

59. Are you overweight?

60. Do you have any medical conditions? Please give

brief details.

61. Are you on medication?

62. When did you last check your Body Mass Index (BMI)

63. What was it?

64. When was your last Blood Pressure check?

65. What was it?

To examine support systems for persons suffering from stress

66. Does your office have avenues for officially or

unofficially voicing problems?

67. Are complaints discussed or dealt with? At which

levels (management, union, peers, departmental level)?

68. Does your office have a clinic?

69. Does your office have a counseling centre or

provide counseling service of some sort?

70. If so, do you trust your counselors?

71. Are you able to voice out your problems or stress?

lxxii

72. Do you feel better after counseling?

73. Do you have access to personal counseling outside

the office?

To suggest ways of inducing stress for workers

74. Suggest ways of reducing stress?

75. Suggest ways your work can be made easier or more

effective?

76. Suggest ways you think stress be reduced in your

workplace

77. What do you think can be done to reduce stress in

other offices as well?

ANNEX B

GLOSSARY

lxxiii

Blood pressure

Body mass

index

Cargo

Depression

Sea port

Shipment

Transhipment

Transit

Work

The pressure of blood as it travels around

the body.

An index of obesity calculated by dividing a

person’s weight in kilograms by the square

of their height in meters.

The goods carried in a ship or plane.

The medical condition which a person feels

very sad and anxious.

A town with a harbour used by large ships.

The process of sending goods from one place

to another.

The act of transferring from one ship or

form of transport to another.

The process of being moved or carried from

one place to another.

To do something that requires physical or

mental effort, especially as part of a job.

lxxiv

ANNEX C

LIST OF ABBREVIATIONS AND SYMBOLS USED

HQ

MGT

TM

FH

GJT

Headquarters

Management

Tema Main Harbour

Fishing Harbour

Golden Jubilee Terminal

WORK-INDUCED STRESS AND COPING SKILLS OF WORKERS

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