© 2013 Cengage Learning 1

2 Free Write Describe a job in which you were very stressed. What caused the stress? What did you do to reduce the stress?

© 2013 Cengage Learning 3 Stress Terms Stress –The psychological and physical reaction to certain life events or situations. Stressor –The life event that causes stress Strain –The consequences of stress

© 2013 Cengage Learning 4 Types of Stress Eustress –Stress converted to positive energy –Desirable outcome of stress –Motivational results –Optimal level of arousal Distress –Negative outcome –Results in emotional and physical illness

© 2013 Cengage Learning 5 Can stress be a good thing?

© 2013 Cengage Learning 6 Predisposition to Stress Stress Personalities –Type A vs. Type B –Pessimists vs. Optimists –Neuroticism Gender, Ethnicity, Race Stress Sensitization

© 2013 Cengage Learning 7 Sources of Stress Personal Stressors Fear Resistance Resentment

© 2013 Cengage Learning 8 Sources of Stress Occupational Stressors Job Characteristics –Role conflict –Role ambiguity –Role overload Organizational Characteristics –Person/organization fit –Change –Relations with others –Organizational politics

© 2013 Cengage Learning 9 Correlates of Employee Stress Antecedents AntecedentCorrected CorrelationMeta-Analysis Organizational Politics.45Miller et al. (2008) Job Insecurity.19Sverke et al. (2002) Lack of Fit Person-job.28Kristof-Brown et al. (2005) Person-organization.27Kristof-Brown et al. (2005) Lack of Support Coworkers.18Viswesvaran et al. (1999) Supervisors.24Viswesvaran et al. (1999)

© 2013 Cengage Learning 10 Sources of Stress Physical Work Environment Noise Temperature Work schedule

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© 2013 Cengage Learning 12 Important Noise Factors Most DisruptiveLeast Disruptive High frequencyLow frequency UnpleasantPleasant IntermittentContinuous UnnecessaryNecessary UnpredictablePredictable UnfamiliarFamiliar Person is noise sensitivePerson is not noise sensitive

© 2013 Cengage Learning 13 Effects of Noise on Health Hearing loss Increased blood pressure More frequent illness

© 2013 Cengage Learning 14 Effects of Noise on Performance Affects quality more than quantity Decreased performance on cognitive tasks Decreased job satisfaction

© 2013 Cengage Learning 15 Effects of Noise on Behavior Narrowed focus Lower altruism Decreased eye contact Increased rate of walking

© 2013 Cengage Learning 16 Effects of Noise at Different Levels Source of NoiseDecibelsEffect Rocket launch180 Jet takeoff130Brief exposure can cause deafness Riveting machine115Maximum legal exposure Textile weaving plant100Blood pressure increases Food blender95Cognitive performance drops Employees report more illness Angry people increase aggressiveness City traffic90Legal acceptable noise limit for 8-hour day Noisy restaurant70Telephone use is difficult

© 2013 Cengage Learning 17 OSHA Noise Limits Hours of Exposure Maximum Decibels 8 90 (city traffic) (food blender) /2110 (lawn mower) 1/4115 (riveting machine) 120 (disco) 130 (jet takeoff)

© 2013 Cengage Learning 18 Reducing Noise Legal limits to noise exposure Change the environment (e.g., carpet, acoustic tiles) Reduce noise reaching employee (e.g., ear plugs) Reduce noise emitted

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© 2013 Cengage Learning 20 Temperature Body reduces heat by –radiation –evaporation Body increases heat by –constricting blood vessels Effective temperature –air temperature –humidity –airflow –temperature of objects in the environment

© 2013 Cengage Learning 21 Effects of Temperature Depend on –temperature –task type –workload –amount of exposure –rest periods

© 2013 Cengage Learning 22 Work Schedules

© 2013 Cengage Learning 23 Shift Work 25% of employees work evening or night shifts Shift work can disrupt circadian rhythm Factors affecting impact of shift work –Uniqueness of shift –Fixed versus rotating shift –Frequency of rotation –Direction of the rotation –Individual differences (chronotype) Night people Morning people

© 2013 Cengage Learning 24 Sources of Stress Other Sources Minor frustration Forecasting Residual

© 2013 Cengage Learning 25 Consequences of Stress Organizational Job performance (curvilinear relationship) Burnout Absenteeism Turnover Drug/alcohol abuse Health care costs

© 2013 Cengage Learning 26 Signs of Burnout Less energy Lower productivity Being late to work Complaining and negativity Decreased concentration Forgetfulness Apathy Dread coming to work Feeling overwhelmed Tension and frustration Feelings of little impact on coworkers or the organization

© 2013 Cengage Learning 27 Correlates of Employee Stress Consequences ConsequenceCorrected CorrelationMeta-Analysis Job Performance-.13Miller et al. (2008) Turnover Actual.13Kristof-Brown et al. (2005) Intended.41Kristof-Brown et al. (2005) OCBs-.16 Job Satisfaction-.34Viswesvaran et al. (1999) Commitment-.31Viswesvaran et al. (1999)

© 2013 Cengage Learning 28 Consequences of Stress Personal Psychological –Depression –Anxiety –Anger –Sleep problems Physical –Illness –Headaches –Joint pain Behaviors –Smoking –Drinking –Drug abuse

© 2013 Cengage Learning 29 Managing Stress Planning for Stress Exercise Laughter Diet Smoking reduction Sleep Support groups Self-empowerment Coping skills

© 2013 Cengage Learning 30 Managing Stress During and After Stress Relaxation techniques –Abdominal breathing –Progressive muscle relaxation –Meditation Time management

© 2013 Cengage Learning 31 Life/Work Interventions Assist With Child Care Why the Concern? –40% of employees have children –Lack of child care results in 8 more days of absenteeism Organizational Strategies –Allow employee to bring child to work in emergency (33%) –Provide referral service (17%) –Subsidize cost of child care (4%) –Provide on-site child care facility (<1%)

© 2013 Cengage Learning 32 Life/Work Interventions Assist With Elder Care Why the Concern? –33% of employees provide elder care –50% of employees missed work, were late, or quit their jobs due to elder care responsibilities Organizational Strategies –Provide referral service (9%) –Provide emergency elder care (2%) –Provide on-site elder care facility (<1%)

© 2013 Cengage Learning 33 Life/Work Interventions Provide Alternative Work Schedules Work SchedulePercent Offering Flextime53 Compressed work week35 Job sharing13 Source: SHRM 2011 Benefits Survey

© 2013 Cengage Learning 34 Life/Work Interventions Wellness Programs ProgramPercent Offering EAP75 Wellness information75 Health screening42 Smoking cessation program36 Subsidize fitness center dues30 Weight loss programs30 Source: SHRM 2011 Benefits Survey

© 2013 Cengage Learning 35 Life/Work Interventions Assist with Daily Chores Company BenefitPercent Offering Legal assistance20 Dry cleaning10 Concierge service2 Provide take-home meals3 Source: SHRM 2011 Benefits Survey

© 2013 Cengage Learning 36 What should organizations do to reduce stress?

© 2013 Cengage Learning 37 Workplace Violence

© 2013 Cengage Learning 38 Workplace Violence Statistics –Homicide reason for 12% of workplace fatalities –1% of employees annually victims of workplace violence –Rate of workplace violence has been declining since 1993 Types of Workplace Violence –Homicides during commission of a crime (70%) –Homicide of a law enforcement officer (19%) –Acts of vengeance against employee (11%) Committed by current employee (44%) Former employees (23%) Domestic violence (21%) Other (12%)

© 2013 Cengage Learning 39 Workplace Violence Perpetrators Male (80%) years of age (usually in his 40s) Self-esteem tied to job Feels there is no other way of resolving his mistreatment other than violence Demonstrated a recent pattern of problems at work Has recently tried to get others to take his dilemma seriously by threatening, yelling, etc. Has begun showing signs of paranoid thinking Has become isolated and withdrawn Has ready access to guns

© 2013 Cengage Learning 40 Reducing Workplace Violence Security measures Better employee screening methods Increased management awareness

© 2013 Cengage Learning 41 What should a manager if she believes an employee is dangerous?

© 2013 Cengage Learning 42 Applied Case Study: Reducing Stress

© 2013 Cengage Learning 43 Focus on Ethics Does the organization have an obligation to reduce stress?

© 2013 Cengage Learning 44 What Do You Think? Do you think companies have an ethical responsibility to offer solutions for employees that will help reduce stress? Do you think companies are to blame for the high stress levels in the workplace? What are some things that companies can offer or do for their employees? Do you think employees have any responsibility for ensuring they stay healthy under stressful conditions? –If so, what are some things that employees can do for themselves?