©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Newstrom 12/e PPT ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Fifteen Stress and Counseling ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Objectives To understand: The role of stress in employee health Extreme forms of stress reactions Causes and symptoms of stress Organizational effects of stress Actions that may prevent or reduce stress Different counseling functions Three types of counseling and their usefulness ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Employee Stress Typical Symptoms ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Extreme Products of Stress Employees need resilience Effects dependent on length and strength of stress, and employee’s recovery power Burnout Symptoms and effects Workaholics ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Extreme Products of Stress Workplace Trauma Causes Attitudinal clues Fears of physical harm Workplace violence Posttraumatic stress disorder ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Causes of Stress Stressors Work and Non-work Related ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Typical Causes of Stress on the Job Work overload Time pressures Poor quality of supervision Insecure job climate Lack of personal control Inadequate authority to match responsibilities Role conflict and ambiguity Variance between company and employee values Change of any type Frustration Technology with inadequate training or support ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Causes, Types, and Consequences of Stress ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Frustration The result of a motivation being blocked Defense mechanisms Types of reactions Sources of frustration Hassles Abusive supervision Supportive management is needed ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Stress and Job Performance Effects of Stress on Performance ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Stress Vulnerability Stress Threshold Low versus high Perceived control Type A and Type B behaviors ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Approaches to Stress Management Three Approaches Prevent Escape Cope Types of Support Social Relaxation Sabbaticals Personal wellness ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Employee Counseling Goals of Counseling Improved mental health and well-being Feeling comfortable about oneself Feeling right about others Able to meet the demands of life Need for Counseling Emotions cause problems ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Functions of Counseling Advice Reassurance Communication Release of emotional tension Clarified thinking Reorientation ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

The Manager’s Counseling Role Counseling is part of the job Training is needed Most problems are a combination of factual and emotional content Don’t look for emotional content if a rational answer problem solves the problem ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling A continuum of counseling styles ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling Directive Listening, then telling and motivating Reorientation is seldom achieved Often not accepted by modern employees Nondirective Client-centered Requires skillful listening Feelings need to be accepted Used by professionals Emphasizes changing the person ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

Iceberg Model of Counseling ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling Nondirective Limitations More time-consuming and costly Depends on a capable, willing employee Must not become a crutch May be insufficient because employee returns to the same environment ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling Participative Mutual exchange of ideas Integrates ideas of both into counseling relationship More active counselor role Combines advantages of directive and nondirective counseling, but avoids most disadvantages ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling A Contingency View Problem with facts and with logical solution implies directive approach Problem involving feelings and emotions implies nondirective approach How much time does manager have to devote? What is employee preference? ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved

©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Counseling Effective Managers Are aware of the alternatives available Have the skills to be comfortable with each method Have the analytical ability to make a choice that fits the situation ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved