Strategies for Reducing Occupational Stress and Increasing Productivity

Some business leaders lack strategies to reduce occupational stress and increase productivity. Occupational stress can reduce productivity, damage an organization’s image, and incite a toxic work environment. Grounded in social exchange theory, the purpose of this qualitative single case study was to explore strategies leaders of a Texas based land-management service company use to decrease occupational stress and increase productivity. The participants consisted of five senior leaders with a record of reducing occupational stress and maintaining a profitable portfolio of work. Data were collected via a review of existing literature, semistructured interviews, and a review of company resources. Using Yin’s five-step data analysis approach, three themes emerged: providing direct communication, setting boundaries and expectations, and creating a trust or bond. A key recommendation to leaders, managers, and supervisors is to maintain open, transparent communications with subordinates and colleagues to create a trusting professional relationship. Implications for social change include the potential to reduce occupational stress for employees, thus making companies profitable and prosperous providing opportunities for growth and additional employment