Chapter 7 Stress and Well-Being at Work Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What is Stress? Unconscious preparation to fight or flee that one experiences when facing a demand Stressor: Person or event that triggers the stress response Distress or strain: Adverse psychological, physical, behavioral, and organizational consequences that is a result of stressful events

Person-environment fit Approaches to Stress Homeostatic/medical Cognitive appraisal Person-environment fit Psychoanalytic

4 APPROACHES TO STRESS Homeostatic/Medical Stress occurs when an external demand upsets an individual’s natural, steady-state balance. © 2013 Cengage Learning 3

COGNITIVE APPRAISAL Individuals differ in their appraisal of events and people What is stressful for one person is not for another Perception and cognitive appraisal determines what is stressful © 2013 Cengage Learning 4

COGNITIVE APPRAISAL Problem-focused coping emphasizes managing the stressor Emotion-focused coping emphasizes managing your response © 2013 Cengage Learning 4

PERSON-ENVIRONMENT FIT Confusing and conflicting expectations in a social role create stress. Good person-environment fit occurs when one’s skills and abilities match a clearly defined set of role expectations. Stress occurs when expectations are confusing or when they conflict with one’s skills. 5

Activation of sympathetic The Stress Response Release of chemical messengers Activation of sympathetic nervous and endocrine systems © 2013 Cengage Learning 7

7.1 Work and Nonwork Demands

Positive Stress Stress response itself is neutral Some stressful activities (aerobic exercise, etc.) can enhance a person’s ability to manage stressful demands or situations Stress can provide a needed energy boost 12

Yerkes-Dodson Law © 2013 Cengage Learning 11

Stressor Stress Response Eustress Distress (strain) Demand Gender Type A behavior pattern Personality Hardiness Self-reliance (attachment style)

Individual Distress Behavioral problems Medical illness (substance abuse, violence, accidents) Medical illness (heart disease, strokes, headaches, backaches) Work-related psychological disorders (depression, burnout, psychosomatic disorders) © 2013 Cengage Learning 13

Organizational Distress Participative Problems – a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover Performance Decrement – a cost resulting from poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair Compensation Award – an organizational cost resulting from court awards for job distress Stress effects a company’s bottom line 14

Individual Differences Gender effects Type A behavior patterns Personality hardiness Self-reliance

Type A Behavior Patterns Competitiveness Time urgency Social Status Insecurity Aggression Hostility Quest for achievements 17

Preventative Stress Management Primary Prevention – the stage in preventive stress management designed to reduce, modify, or eliminate the demand or stressor Secondary Prevention – the stage in preventive stress management designed to alter or modify the individual’s or the organization’s response to a demand or stressor Tertiary Prevention – the stage in preventive stress management designed to heal individual or organizational symptoms of distress and strain © 2013 Cengage Learning 20

Preventative Stress Maintenance 21

Organizational Stress Prevention Increased worker control reduces distress and strain without reducing productivity Job redesign Increases task motivation while reducing role conflict and ambiguity Goal setting Allows individuals to modify their work roles Role negotiation Team building provides social support Social support systems

Job Strain Model 23

Individual Preventive Stress Management Primary prevention Secondary prevention Tertiary prevention Time management Positive thinking Leisure time activities Diet Relaxation Physical exercise Professional help Opening up