Organizational BEHAVIOR M C SHANEV ON GLINOW 1 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Stress Management 5 C H A P T E R F I V E

Organizational BEHAVIOR M C SHANEV ON GLINOW 2 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being Stressors- an environmental condition or stimuli that places physical or emotional demand on a person Examples –Physical –Emotional

Organizational BEHAVIOR M C SHANEV ON GLINOW 3 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Types of stress Episodic Stress- pattern of high stress followed by intervals of relief Chronic Stress- constant confrontation of stressors without relief –Effects are: constant additive Distress- stress that has a negative consequence on a person’s well-being

Organizational BEHAVIOR M C SHANEV ON GLINOW 4 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill General Adaptation Syndrome Automatic defense system to help cope with with environmental demands Three stages of adaptation –Alarm reaction- perception of stressor –Resistance- ability to cope rises above normal because of activated defense mechanisms such as adrenaline –Exhaustion- body must rest and recover from heightened resistance stage Prolonged resistance leads to system breakdown

Organizational BEHAVIOR M C SHANEV ON GLINOW 5 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome DANGER ZONE

Organizational BEHAVIOR M C SHANEV ON GLINOW 6 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Stress over time WorkStressorsPhysicalenvironmentRole-relatedInterpersonalOrganizational Stressors and Stress Outcomes NonworkStressors Individual DifferencesConsequences of Stress PhysiologicalBehavioralPsychological

Organizational BEHAVIOR M C SHANEV ON GLINOW 7 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Role-Related Stressors Role conflict –interrole conflict –intrarole conflict –person-role conflict Role ambiguity –uncertain duties, authority Role overload/underload Task characteristics –decisions, monitoring, traffic problems

Organizational BEHAVIOR M C SHANEV ON GLINOW 8 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Stress Research Type A and complexity leads to cardiovascular problems Job Control, Job Complexity, Self-Efficacy interact to influence blood pressure Burnout as a process Emotional Exhaustion - lack of energy and a feeling that one’s emotional resources are used up Coping Strategy for emotional buffer Sense of inadequacy

Organizational BEHAVIOR M C SHANEV ON GLINOW 9 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Job Burnout Process Depersonalization Reduced Personal Accomplishment Physiological,psychological, and behavioral consequences EmotionalExhaustion Interpersonal and Role-Related Stressors

Organizational BEHAVIOR M C SHANEV ON GLINOW 10 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Antecedents Job Characteristics - client interactions, overload, ambiguity, conflict Organizational Characteristics - reward and punishment systems, job context (shift, psych environment, etc.) Personal Characteristics - Age, Social Support, Marriage, Expectations, Career progress

Organizational BEHAVIOR M C SHANEV ON GLINOW 11 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Consequences Attitudinal Behavioral Interpersonal

Organizational BEHAVIOR M C SHANEV ON GLINOW 12 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Social Support and Undermining Social Support- interpersonal transactions with others that provide either emotional or informational support –reduces effects of stress feel valued feel capable of handling a situation buffers effects, someone to talk to, etc. Social Undermining

Organizational BEHAVIOR M C SHANEV ON GLINOW 13 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Cognitive Dissonance Theory Leon Festinger 1967 Three aspects of attitudes must follow each other –cognitive aspect- knowledge about an object –affective aspect- liking of the object –behavioral aspect- behavior toward the object If dissonance is present there is stress and a need to change an aspect of the attitude to produce agreement among the elements

Organizational BEHAVIOR M C SHANEV ON GLINOW 14 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Changing Aspects of Attitudes Affected by level of control –“can I control the aspects of my attitude?” –“Do I have a choice regarding performance of the behavior?” Behaviors are set by habit and view of others Ignore current knowledge Seek knew knowledge Alter beliefs Hypocrasy effects level of dissonance

Organizational BEHAVIOR M C SHANEV ON GLINOW 15 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Emotional Labor Experiencing dissonance as a part of an individual’s role Presenting a friendly attitude while holding a negative attitude Mainly in service positions where employees must always be “happy” –flight attendants –secretaries Backstage areas –out of sight of customer

Organizational BEHAVIOR M C SHANEV ON GLINOW 16 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Interpersonal Stressor: Sexual Harassment Unwelcome conduct -- detrimental effect on work environment or job performance Quid pro quo –employment or job performance is conditional on unwanted sexual relations Hostile work environment –an intimidating, hostile, or offensive working environment

Organizational BEHAVIOR M C SHANEV ON GLINOW 17 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Interpersonal Stressor: Workplace Violence 2 million people experience some form of violence at work each year Most common cause of work-related death for women; second most common for men Severe distress after experiencing or observing violence Also stress from working in high-risk jobs

Organizational BEHAVIOR M C SHANEV ON GLINOW 18 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Work-Family Stressors Time-based conflict –due to work schedule, commuting, travel –for women -- still do most household chores Strain-based conflict – work stress affects home, and vice versa Role behavior conflict –incompatible work and family roles

Organizational BEHAVIOR M C SHANEV ON GLINOW 19 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Top 10 Life Stressors 10. Retirement or quitting 9. Marital reconciliation 8. Fired from work 7. Marriage 6. Personal injury or illness 5. Death of a family member 4. Jail Term 3. Marital Separation 2. Divorce 1. Death

Organizational BEHAVIOR M C SHANEV ON GLINOW 20 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill AccountantArtist Auto Mechanic Forester Low-StressOccupationsHigh-StressOccupations Hospital manager Physician (GP) Psychologist School principal Police officer 911 operator U.S. president Waiter/waitress Stress and Occupations Medium-StressOccupations

Organizational BEHAVIOR M C SHANEV ON GLINOW 21 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Individual Differences in Stress Perceive the situation differently Different threshold levels of resistance to stressor Use different stress coping strategies Personality Type

Organizational BEHAVIOR M C SHANEV ON GLINOW 22 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Personality Type Type A- impatient, restless, competitive, aggressive, under intense perceived time pressure, always attempting to accomplish several things at once –need job and career control –have more health problems and shorter careers Type B- does not feel pressure, works slowly and enjoyably on a variety of tasks Important to match personality type with position to avoid stress

Organizational BEHAVIOR M C SHANEV ON GLINOW 23 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Consequences of Distress Physiological consequences –50%-75% of all illnesses –Lower for women –cardiovascular diseases –ulcers, sexual dysfunction, headaches Behavioral consequences –work performance, accidents, decisions –absenteeism -- due to sickness and flight –workplace aggression Psychological Consequences –moodiness, depression, emotional fatigue

Organizational BEHAVIOR M C SHANEV ON GLINOW 24 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Coping with STRESS Individual Coping Strategies –Problem focused- solve the problem, don’t procrastinate –Time management- self-management scheduling, rewards, punishments –Seeking Help mentoring- process of senior performer coaching a junior one –Change jobs

Organizational BEHAVIOR M C SHANEV ON GLINOW 25 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Coping.... Emotion-focused –Relaxation meditation napping –Exercise –Psychological Employee Assistance Programs –Recreation –Companionship

Organizational BEHAVIOR M C SHANEV ON GLINOW 26 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Family-Friendly and Work/Life Initiatives Flexible work time Job sharing Telecommuting Personal leave Childcare facilities

Organizational BEHAVIOR M C SHANEV ON GLINOW 27 © The McGraw-Hill Companies, Inc Irwin/ McGraw-Hill Other Stress Management Practices Withdrawing from the stressor – person-job matching –work breaks, stabilization zones, sabbaticals Changing stress perceptions –self-efficacy, self-leadership Controlling stress consequences –relaxation and meditation –fitness and lifestyle programs Social support –emotional and informational