Evidence about the total cost of health, absence, short-term disability, and productivity losses was synthesized for 10 health conditions. Cost estimates from a large medical/absence database were combined with findings from several published productivity surveys. Ranges of condition prevalence and associated absenteeism and presenteeism (on-the-job-productivity) losses were used to estimate condition-related costs. Based on average impairment and prevalence estimates, the overall economic burden of illness was highest for hypertension ($392 per eligible employee per year), heart disease ($368), depression and other mental illnesses ($348), and arthritis ($327). Presenteeism costs were higher than medical costs in most cases, and represented 18% to 60% of all costs for the 10 conditions.
Data for 374,799 employees from six large employers were analyzed. Absence and disability losses constituted 29% of the total health and productivity related expenditures for physical health conditions, and 47% for all of the mental health conditions examined. The top-10 most costly physical health conditions were: angina pectoris; essential hypertension; diabetes mellitus; mechanical low back pain; acute myocardial infarction; chronic obstructive pulmonary disease; back disorders not specified as low back; trauma to spine and spinal cord; sinusitis; and diseases of the ear, nose and throat or mastoid process. The most costly mental health disorders were: bipolar disorder, chronic maintenance; depression; depressive episode in bipolar disease; neurotic, personality and non-psychotic disorders; alcoholism;, anxiety disorders; schizophrenia, acute phase; bipolar disorders, severe mania; nonspecific neurotic, personality and non-psychotic disorders; and psychoses. Implications for employers and health plans in examining the health and productivity consequences of common health conditions are discussed.
Stress is normal. Everyone feels stress related to work, family, decisions, your future, and more. Stress is both physical and mental. It is caused by major life events such as illness, the death of a loved one, a change in responsibilities or expectations at work, and job promotions, loss, or changes.

Smaller, daily events also cause stress. This stress is not as apparent to us, but the constant and cumulative impact of the small stressors adds up to big impact.

In response to these daily stresses, your body automatically increases blood pressure, heart rate, respiration, metabolism, and blood flow to your muscles. This stress response is intended to help your body react quickly and effectively to any high-pressure situation.

However, when you are constantly reacting to small or large stressful situations, without making physical, mental, and emotional adjustments to counter their effect, you can experience stress that can hurt your health and well-being. It is essential that you understand both your external and internal stress-causing events, no matter how you perceive those events.

Stress can also be positive. You need a certain amount of stress to perform your best at work. The key to stress management is to determine the right amount of stress that will give you energy, ambition, and enthusiasm versus the wrong amount which can harm your health and well-being.

Important Stress Causing Issues, Characteristics and Traits

While each person is different and has different events and issues that cause stress, there are some issues that almost universally affect people. These are the stressors you most want to understand and take measures to prevent.

Feeling out of control,
Feeling direction-less,
Guilt over procrastination or failing to keep commitments,
More commitments than time,
Change, especially changes you didn't initiate or institute,
Uncertainty, and
High expectations of self.
What Affects Your Coping With Stress Skills?

During times of stress and uncertainty, you can anticipate some predictable issues, problems, and opportunities. For instance, during any change, members of an organization have:

Different ways of regarding change. Some people have difficulty accepting and adjusting to change and uncertainty; others will relish the changes and view them as great opportunities. Some people initiate change; others prefer the status quo.

Different amounts of experience and practice in stress management and change management. (What is devastating to one individual may excite another or only mildly irritate a third person.) Theoretically, people become better at managing stress and change with experience.

Some people need to "talk it out." Others suffer silently. Some find relief in complaining. Some talk and talk and talk, but are really supportive of the change. Others find ways to sabotage changes and undermine efforts to move forward.

Different levels of stress and change occurring in other areas of their lives.

During change, people will experience different amounts of impact from the current changes and stress producing situations. The will also experience different amounts and types of support from their spouse, significant other, friends, supervisor, and coworkers.

Biofeedback Assessment is considered the best natural solution to reduce stress in the workplace as documented by hundreds of our corporate clients worldwide. see the Lunch & Learn section at www.academyofwellness.com
At the academy of wellness, we conduct stress assessment using the latest biofeedback devices to minimize stress and mental health issues in the workplace.

Author's Bio: 

Dr. George Grant, CEO of www.academyofwellness.com completed his doctorate degree at the University of Toronto and worked as a senior consultant for Health Canada at their Occupational Health & Safety Division, Health Protection Branch, Ottawa, ON.