What are the key and most prevalent \"stressors\" in emergency services agencies

Question

What are the key and most prevalent "stressors" in emergency services agencies and organizations? Why do organizations seek to improve many of its functions and programs, but tend to believe psychological challenges are just part of a "days work?" Why do emergency responders find their leaders to be unfair, impartial and dishonest? In the relationship between management and workforce, do you see any false-attributions made about each other? What other logical fallacies do you see used to support contention between the leaders and the ranks? What strategies do you think the leaders and ranks could take to reduce the organizational stress in the workplace? What stressors really are just part of the job?

Explanation / Answer

The primary stressor of personnel in emergency services, agencies and organisations are the nature and demands of the job itself. The emergent course of actions, a very low tolerance for a slight mistake and the very urgency of the situation can be seen as a recurring and intense experience. The times, customers come in, they surrender their life and health to these professionals who have to in a very short time chose the best course of action and execute it at the very moment. This could be significantly stressful, especially physically and also any of the effects of treatment can leave psychological baggage for the employee in charge. Thus organisations seek to improve many of its functions and programs.

Yes, many tend to believe psychological challenges are part of the job. But, there are those who can effectively manage the associated psychological issues and there are some who can't. hence, it is important to ensure that none of the employees are in mental turmoil resulting from the demands of the job.

The emergency responders might find their leader to be unfair, impartial and dishonest for varied reasons, and may also think the contrary in some cases. The possible reasons for the former to occur could be the decreased pay for responders. Th e technicians, helpers and subordinates to supervisors might feel they handle more of the responsibilities in terms of time, and effort. The leaders are more likely to be paid for skill or experience. It is, in fact, common for employees, in general, to negatively evaluate their leaders across organisations and industries. And as a result, several false attributions are about the other are bound to be formed, such as the above.

Other logical fallacies on the part of the workforce could be the undeserved superiority of leaders, jealousy of the same, feeling that they are not respected, feeling that they themselves have more of a psychological and temporal stake in the services or as simple as thinking they are deserving of higher pay. The supervisors, in turn, could falsely believe that workforce is conspiring against them, wants higher pay, are incompetent despite results and always wanting more.

Most of the stressors are really part of the job. Simple strategies like group meeting both formal and informal are proven to improve relations; a clear system of fair pay for services and counselling or psychotherapeutic support strategies could reduce organisational stress.

Related Questions

Navigate

• Browse (All)
• Browse W
• Subjects

Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.