Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Managing Individual Stress Chapter 9

9-2 Learning Objectives Define what is meant by “stress” Describe elements of the organizational stress model Explain the differences between a problem- versus emotion-focused coping strategy Discuss how stress affects body systems Identify variables that moderate the stress process Describe different organizational and individual approaches to stress prevention and management

9-3 Stress Triggers Work overload or a nagging boss Computer problems or time deadlines Downsizing and mergers Poorly designed jobs Marital disharmony and financial crises Accelerating rates of change World events

9-4 What is Stress? Stress for those in industrialized societies often originates in organizations ■ Stress that originates elsewhere interacts with and affects workplace behavior and performance Categories of stress ■ Stimulus ■ Response

9-5 What is Stress? Stress An adaptive response moderated by individual differences A consequence of any action, event, or situation that places special demands on a person Stressor A potentially harmful or threatening external event or situation

9-6 What is Stress? For something to cause stress, it must be seen as a source of… Threat Challenge Harm

9-7 What is Stress? Key factors determine if an experience is likely to cause stress ■ Importance ■ Uncertainty ■ Duration Stress duration ■ Acute stress lasts for seconds, hours, or days ■ Chronic stress may last for months or years

9-8 Stress Model Stress Moderators StressorsOutcomes Individual Level Group Level Organizational Level Non-work Behavioral Cognitive Physiological Cognitive Appraisal Problem- Focused coping Emotion- Focused coping

9-9 Moderators Stress is influenced by individual differences (moderators) Age and gender Heredity Social support mechanism Personality Even in the presence of moderators, intervention may be needed

9-10 Individual Stressors Role ambiguity Responsibility for people Pace of change Harassment Role overload

9-11 The Underload-Overload Continuum

9-12 Work Overload Qualitative Occurs when people lack the ability needed to complete their jobs, or when performance standards are set too high Quantitative Results from having too many things to do or insufficient time to complete a job Can cause biochemical changes in the body Work underload also creates problems

9-13 The Hardiness Factor People with “hardiness” possess three characteristics They believe they can control the events they encounter They are extremely committed to the activities in their lives They treat change as a challenge

9-14 Significant Stressors Intra- and intergroup relationships ParticipationDownsizing Inadequate career development opportunities Organizational culture Organizational politics Lack of performance feedback Nonwork stressors

9-15 Recognizing Stress in Employees Gregarious employee becomes withdrawn Normally neat, accurate work becomes messy, incomplete, or sloppy New pattern of tardiness or absences Good decision maker starts making bad decisions or seems unable to make them Easygoing employee who gets along well with others becomes irritable and discourteous Normally well-groomed employee neglects his or her appearance

9-16 Non-work Stressors Elder and child care Economy Taking college classes Volunteer work Balancing family/work Health problems

9-17 Cognitive Appraisal Perceptual process of evaluating a situation Explains why one person’s interpretation of stressors is different from another’s Primary appraisal… categorizing a stressor as positive, negative, or meaningless Secondary appraisal… determination of whether something can be done to reduce the stress

9-18 Coping with Stress Problem-Focused Emotion-Focused

9-19 Stress Outcomes Blue-collar workers report the highest effects of stress Skilled blue-collar workers report fewer stressors than their unskilled counterparts White-collar workers report the lowest stress All workers report that job performance is affected

9-20 Individual Outcomes of Stress Stress can produce various psychological consequences, including… ■ Anxiety ■ Frustration ■ Apathy ■ Lowered self-esteem ■ Aggression ■ Depression

9-21 Depression: Key Facts Depression Has Serious Consequences Depression costs $44 billion a year in medical bills, lost productivity, absenteeism Depression is hard to detect, especially within the current health care system By 2020, depressions will be the second most common disability (after heart disease)

9-22 Behavioral Accident proneness, impulsive behavior, alcohol & drug abuse, explosive temper Stress Outcomes Cognitive Poor concentration, inability to make good or any decisions, mental blocks, decreased attention span Physiological Increased heart rate, elevated blood pressure, sweating, hot & cold flashes, high blood glucose levels, elevated stomach acid production

9-23 Burnout A psychological process resulting from work stress that results in… ■ Emotional exhaustion ■ Depersonalization ■ Feelings of decreased accomplishment

9-24 Burnout Indicators

9-25 Burnout Prerequisite for burnout Involvement in, identification with, or commitment to one’s job Individual variables make burnout more likely Women are more likely to burn out than are men Young workers are more susceptible than older ones Unmarried workers are more likely to burn out than married ones

9-26 Myths About Burnout These myths must be dispelled before staff burnout can be reduced ■ When a client says jump, the only answer is “How high?” ■ Reining in employees’ workloads will turn them into slackers ■ If employees are working themselves into the ground, its their own fault

9-27 Factors that Contribute to Burnout High levels of work overload Difficult interpersonal relationships Excessive red tape/paperwork Dead-end jobs Poor feedback & communication Role conflict & ambiguity Reward systems not tied to performance

9-28 Organizational Consequences of Stress Stress costs organizations $250 billion annually Poor decision making Decreased creativity Mental and physical health problems Lost work time and turnover Increased health insurance premiums Job dissatisfaction and sabotage Customer dissatisfaction

9-29 Stress Moderators A condition, behavior, or characteristic that intensifies or weakens the relationship between stressors, stress, and consequences Type A Behavior Pattern Social support Personality

9-30 Big 5 Model of Personality A stable set of characteristics, temperament, and tendencies that shape behavior Big 5 Personality Traits Extroversion Emotional stability Agreeableness Conscientious -ness Openness to experience

9-31 Type A Behavior Pattern (TABP) Speaks explosively, rushes others to finish Chronic struggle to get as much done as possible in the shortest time period Aggressive, ambitious, competitive, forceful Impatient, hates to wait Always in a struggle with people, things, events Preoccupied with deadlines Work-oriented Anger and hostility toward others

9-32 Type B Behavior Pattern The person with Type B behavior pattern ■ Generally feels no pressing conflict with either time or persons ■ Is mainly free of TABP characteristics

9-33 Social Support Comfort, assistance, or information ■ Received through formal or informal contacts with individuals or groups ■ Linked to health, illness, and stress Forms of social support ■ Emotional ■ Appraisal ■ Informational

9-34 Social Support Sources of support ■ People, whether at or outside the workplace Social support is an effective stress moderator ■ Provides a degree of predictability, purpose, and hope in upsetting and threatening situations

9-35 Stress Prevention and Management An astute manager never ignores… Absenteeism problems Workplace drug abuse Decline in performance Hostile and belligerent employees Reduced quality of production Any sign that goals are not being met

9-36 Stress Prevention and Management Stress Prevention Focuses on controlling or eliminating stressors Stress Management Helps people reduce or cope with the stress that is being experienced

9-37 Stress Prevention and Management To create a supportive work environment… ■ Set an example by being a source of support for others, particularly subordinates ■ Encourage open communication and maximum exchange of information ■ Provide timely performance feedback, in an encouraging, non-threatening manner ■ Have senior members of the work group mentor the less experienced ■ Maintain or increase work group cohesion

9-38 Stress Management Program Targets Stress Management and Prevention Programs target Work and Non-work Stressors Employee Perceptions / Experience of Stress Outcomes of Stress Physiological Emotional Behavioral

9-39 Stress Management Program Targets Corrective actions… ■ Train workers to manage/cope with stress ■ Redesign work to minimize stressors ■ Change management style to support/coaching ■ Create more flexible work hours ■ Pay more attention to work/life balance ■ Better communication and team-building practices ■ Better feedback on performance and expectations ■ Improve the fit between the person and job

9-40 Maximizing Person-Environment (P-E) Fit A P-E fit approach to managing stress focuses on fit Person-Organization FitPerson-Job Fit Person-Vocation FitPerson-Group Fit

9-41 Maximizing Person-Environment (P-E) Fit Realistic job previews Socialization Testing/selection programs Closely linking personal predispositions to aspects of the job

9-42 Stress Prevention & Management Programs Employee assistance programs (EAPs) ■ Designed to deal with stress-related problems – Behavioral and emotional difficulties – Substance abuse – Family and marital discord – Other personal problems

9-43 Employee Assistance Programs (EAPs) DiagnosisTreatment ScreeningPrevention

9-44 Wellness Programs Focus on overall physical and mental health ■ Identify, help prevent, or correct specific health problems, hazards, or habits – Hypertension – Smoking – Physical fitness – Nutrition – Stress management

9-45 Success Factors for EAP/Wellness Programs ■ Top-management support ■ Unions support and participate in the program ■ Long-term commitment to the effort ■ Extensive and continuing employee involvement ■ Clearly stated objectives ■ Employees must participate freely, without either pressure or stigma ■ Confidentiality must be strictly adhered to ■ Employees must trust that participation will not affect their organizational standing

9-46 Individual Approaches Individual approaches to stress prevention and management… ■ Cognitive techniques ■ Relaxation training ■ Meditation ■ Biofeedback