Microsoft® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin

Managing Stress And The Work-Life Balance Chapter 9 Managing Stress And The Work-Life Balance

Copyright © by Houghton Mifflin Company. All rights reserved. Learning Objectives Discuss the meaning and nature of work stress. Describe how basic individual differences affect stress. Identify and discuss several common causes of stress. Identify and discuss several common consequences of stress. Explain ways that individuals and organizations can better manage stress. Describe work-life linkages and how they relate to stress. Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved. The Nature of Stress Stress Defined Stress is a person’s adaptive response to a stimulus that places excessive psychological or physical demands on that person. The Stress Process The General Adaptation Syndrome (GAS) describes three stages of the stress process: Stage 1: Alarm Stage 2: Resistance Stage 3: Exhaustion Copyright © by Houghton Mifflin Company. All rights reserved.

The General Adaptation Syndrome Stage 1: Alarm Alarm occurs when a person first encounters a stressor. The person feels panic and wonders how to cope. The individual gathers strength and begins to resist the negative effects of the stressor. Stage 2: Resistance Often, the resistance phase ends the GAS. Prolonged exposure to a stressor without resolution may bring on Stage 3 of the GAS. Stage 3: Exhaustion At this stage, the person literally gives up and can no longer fight the stressor. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 9.1 The General Adaptation System Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved. Eustress and Distress Eustress The pleasurable stress that accompanies positive events. For example, a person may receive a $10,000 bonus and experience stress in deciding how to spend the money. Distress The unpleasant stress that accompanies negative events. Copyright © by Houghton Mifflin Company. All rights reserved.

Individual Differences and Stress Hardiness Is a person’s ability to cope with stress. People with hardy personalities have an internal locus of control, are strongly committed to the activities in their lives, and view change as an opportunity for advancement and growth. Optimism Is the extent to which a person sees life in relatively positive terms. “Is the glass half empty or half full?” In general, optimistic people tend to handle stress better than pessimistic people. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 9.2 Causes and Consequences of Stress Copyright © by Houghton Mifflin Company. All rights reserved.

Common Causes of Stress: Organizational Stressors Task Demands Stressors associated with the specific job a person performs. Some occupations are by nature more stressful than others. Physical Demands Stressors associated with the job’s physical setting, such as the adequacy of temperature and lighting. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 9.3 Workload, Stress, and Performance Copyright © by Houghton Mifflin Company. All rights reserved.

Common Causes of Stress: Organizational Stressors Role Demands Stressors associated with the role a person is expected to play. Role ambiguity arises when a role is unclear. Role conflict occurs when the messages and cues constituting a role are clear but contradictory or mutually exclusive. Role overload occurs when expectations for the role exceed the individual’s capacity. Interpersonal Demands Stressors associated with group pressures, leadership, and personality conflicts. Copyright © by Houghton Mifflin Company. All rights reserved.

Common Causes of Stress: Life Stressors Life Change Any meaningful change in a person’s personal or work situation. Too many life changes can lead to health problems. Life Trauma Any upheaval in an individual’s life that alters his or her attitudes, emotions, or behaviors. Copyright © by Houghton Mifflin Company. All rights reserved.

Consequences of Stress: Individual Consequences Behavioral Consequences The behavioral consequences of stress, such as alcohol abuse, may harm the person under stress or others. Psychological Consequences Psychological consequences relate to a person’s mental health and well-being. Medical Consequences Medical consequences affect a person’s physical well-being. Heart disease and stroke, among other illnesses, have been linked to stress. Copyright © by Houghton Mifflin Company. All rights reserved.

Consequences of Stress: Organizational Consequences Performance One clear organizational consequence of too much stress is a decline in performance. Withdrawal The most significant forms of withdrawal behavior are absenteeism and quitting. Attitudes Stress can have a negative effect on job satisfaction, morale, organizational commitment, and motivation to perform at high levels. Copyright © by Houghton Mifflin Company. All rights reserved.

Consequences of Stress: Burnout Is the general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and has too few sources of satisfaction. Copyright © by Houghton Mifflin Company. All rights reserved.

Managing Stress in the Workplace Given that stress is widespread and so potentially disruptive in organizations, it follows that people and organizations should be concerned about how to manage it more effectively. Copyright © by Houghton Mifflin Company. All rights reserved.

Managing Stress in the Workplace [continued] Individual coping strategies include exercise, relaxation, time management, role management, and supportive groups. Organizational coping strategies include institutional programs and collateral programs. Copyright © by Houghton Mifflin Company. All rights reserved.

Figure 9.4 Individual and Organizational Coping Strategies Copyright © by Houghton Mifflin Company. All rights reserved.

Copyright © by Houghton Mifflin Company. All rights reserved. Work-Life Linkages Fundamental Work-Life Relationships Include relationships between dimensions of the person’s work life and the person’s personal life. Balancing Work-Life Linkages Is difficult due to the dual demands of work and life. Important to recognize potential trade-offs in advance. Important to maintain a long-term perspective. Important to decide what to value and what trade-offs will cost. Copyright © by Houghton Mifflin Company. All rights reserved.