Rlchard Pettlnger

Rewards and punishments

Another major element of stress management is creating and operating the conditions in which rewards and punishments are issued. In particular, stress is caused as follows.

» When expected and anticipated rewards are not forthcoming. In practice, if it is not possible to deliver what was promised or clearly understood, those individuals concerned must always be notified of the reasons. Wherever possible, alternative rewards are required. If this part of the process is ignored or dealt with dishonestly, stress, anger, and frustration occur. These are compounded where organization resources then have to be used to address grievances and disputes, and when high quality staff find jobs elsewhere.

» When rewards are stated as being available for one set of achieve- ments but issued for others (see Summary box 6.1).

» When punishments are unevenly distributed, especially where they are different for the same offence on the basis of rank, status, location, occupation or position in the hierarchy. Almost universally, junior

THE STATE OF THE ART 59
and frontline staff suffer more for the same offence than senior, managerial, administrative or support staff.

» Where punishments do not fit the offence. Great stress is caused where people are punished for:

» events outside their control (and one form of this is junior staff job losses as a result of senior management blunders);

» breaches of rules relating to ordinary common decency and humanity (e.g. going to the toilet or washroom); and

» minor breaches of dress code.

» Where punishments do not reinforce absolute standards. Bullying, victimization, harassment, and discrimination are revolting acts that are universally reviled, and great stress is caused to those who suffer these. The penalty for each, including e-bullying and e-harassment, where demonstrated or proven, must always be dismissal. Each is overwhelmingly based on misuse and abuse of power and is morally repugnant. A major positive stress management intervention is effected when perpetrators are always dismissed.

Problems are perpetrated and these patterns of behavior are effec- tively encouraged when alternative action is taken. Common remedies include resisting claims, refusal to acknowledge or investigate, and promoting perpetrators away from the scene of their offence. The affront is compounded when managers use ‘‘I must be seen to be impartial’’ as an excuse for inertia or an alternative to proper action.