1. 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

2. 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

3. 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services, IT consulting focus on Germany (bias!), but no representative data available; no multivariate analysis - unpublished data =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

5. 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

6. 1.2 Working in IT projects - recent changes project work is ubiquitous in IT services working in several projects is widespread at the same time But: 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

7. 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)

8. 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

9. 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 execution Conditions 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 Restricted options 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

10. 2.2 Autonomy and decision on work design (Gerlmaier/Latniak 2006) Decision areaTeams in large integrated projects Customer–oriented project teamsTeams in a “new economy” environment T1T2E1E2HTi1Ti2 planning of working times choice of work methods choice of work equipment and tools vocational adjustment of new employees control of results/ outputn.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

11. 2.3 Physical disorders (Gerlmaier/Latniak 2006)

12. 2.4 Occurrence of nervous disorders among employees (by position in hierarchy)

13. 2.5 Time pressure (Gerlmaier/Latniak, own calculations)

14. 2.6 Additonal work (Gerlmaier/Latniak, own calculations)

15. 2.7 Work interrupts (Gerlmaier/Latniak, own calculations)

16. 2.8 Recreation and exhaustion (Gerlmaier/Latniak 2007)

17. 3. “Basics”: silence, privacy, not being interrupted - a lost cultural asset? (cf. De Marco, T./ Lister, T. : Peopleware, 1987, p.49) Environmental factorPerformance in the highest quartile Performance in the lowest quartile How much dedicated workspace do you have? 78 sq.ft. (= 7,24 m 2 )* 46 sq.ft (= 4,27 m 2 ) Is it acceptably quiet?57% yes29% yes Is it acceptably quiet?62% yes19% yes Can you silence your phone?52% yes10% yes Can you divert your calls?76% yes19% yes Do people often interrupt you needlessly? 38% yes76% yes Individual workspace in German companies “should regularly be” 8-10 m 2, acc. to the Arbeitsstättenverordnung in open plan offices / “cube farms” 14 m 2 (incl. traffic areas, desks etc.)

18. 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

19. 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

20. 4. Workshop program – elements to reduce stress -implemented 2007/2008 -modular structure -compulsory for and managers, voluntarily for employees -approx. 140 participants

21. 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,

22. 4.1 Yerkes-Dodson-Law low middle high Task performance 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

23. 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

24. 4.2 Coping with stress (Gerlmaier/Latniak, own calculation)

25. 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“)

26. 4.3 Behavioural health resources (Gerlmaier/Latniak, own calculation)

27. 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

28. 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 by providing resources

29. Thank you very much for your attention!