Stress in the Workplace Kathy L. Lantz , MSHCA, MBA Chapter 12 Stress in the Workplace Kathy L. Lantz , MSHCA, MBA

Learning Outcomes The definition of stress The process model of stress and coping How stress can negatively affect individuals and organizations How personalities, race and gender affect an individual's level of stress The four categories of stress in the workplace The various coping strategies available to organizations The concepts of learned optimism and hardiness training

Define Stress Cognitive-transitional theory A particular relationship between the person and the environment that is appraised by the person as taxing or exceeding his or her resources and endangering his or her well being Eutress = euphoria + stress Distress = negative + destructive outcomes

Negative Effects of Distress Accidents Absenteeism Employee turnover Loss of productivity Direct medical, legal and insurance costs Workers’ compensation awards Tort and liability judgments

Various Forms of Stress Positive or Negative Constructive or destructive stress External or Internal Physical conditions or psychological tendencies Short Term or Long Term Acute or chronic conditions

Individual Levels of Stress Personality Minorities Gender

4 Categories for Causes of Stress Individual task demands Individual role demands Group demands Organizational demands

Coping Strategies Reactive coping Anticipatory coping Preventive coping Proactive coping

Learned Optimism Martin Seligman Theory suggests people can “learn” optimism by undoing pessimistic thinking and disputing negative thought and beliefs Three primary elements of explanatory style: Stability Globality Locus of Control

HardiTraining Program To prevent stress in the workplace Comprises building an employee’s attitudes of commitment, control and challenge Commitment – to life changes Control – to influence what happens in life Challenge – to enhance ones performance HardiAttitudes engage fully in the personal and work life and support great life meaning

Stress Management Preventive and Proactive Anticipatory Coping Identify major stressors Communicate with employees Anticipatory Coping Assist employees to identify their stress levels Develop individual stress management programs Reactive Coping Employees recognize symptoms of distress Exercise and nutritious diet and positive attitude on life

Schwarzer’s Process Model of Stress and Coping Based on individuals perception of situation Perceptual outcomes Challenge Threat Harm The combination of individual’s perception of the situation and coping strategies will determine the consequences: behavioral, psychological, physiological or combination

Conflict Management, Decision Making and Negotiation Skills Chapter 13 Conflict Management, Decision Making and Negotiation Skills Kathy L. Lantz, MSHCA, MBA

Learning Outcomes The definition of conflict The four basic types of conflict The five-conflict-handling modes The difference between the rational and the bounded rationality approach to decision making The four basic styles of decision making The three major negotiation models

Conflict Occurs when an individual or group feels negatively affected by another individual or group Four basic types of conflict: 1) Goal 2) Cognitive 3) Affective 4) Procedural

5 Level of Conflict Intrapersonal conflict Interpersonal conflict Intragroup conflict Intergroup conflict Interorganizational conflict

5 Conflict-Handling Modes Competition Avoidance Compromise Accommodation Collaboration

Decision-Making Approaches Rational Approach Bounded Rationality Perspective

Rational Approach Economic rationality model Systematic analysis of the problem Choice and implementation of a solution in a logical step-by-step sequence Considered the “ideal” method of decision making

8-Step Approach Monitor the decision environment Define the decision problem Specify decision objectives Diagnose the problem Develop alternative solutions Evaluated alternatives Choose the best alternative Implement the chose alternative

4 Styles of Decision Making Directive Analytic Conceptual Behavioral

3 Negotiation Models Distributive Integrative Interactive

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