1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Stress Management C H A P T E R 7

2. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Stressful Energy Trading These energy traders in Houston experience high levels of stress due to long hours, intense bartering, and the hefty consequences of poor decisions. “I am so burned out at the end of the day, I don't even want to make a decision about what to eat for dinner,” says one trader. © S. N. Pool, Houston Chronicle

3. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being © S. N. Pool, Houston Chronicle

4. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome

5. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Stress WorkStressorsPhysicalenvironmentRole-relatedInterpersonalOrganizational Stressors and Stress Outcomes NonworkStressors IndividualDifferencesConsequences of Stress PhysiologicalBehavioralPsychological

6. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Role-Related Stressors Role conflict  Interrole conflict  Intrarole conflict  Person-role conflict Role ambiguity  Uncertain duties, authority Workload  Too much/too little work Task control  Machine pacing  Monitoring equipment  No work schedule control © Photodisc. With permission.

7. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e 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

8. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Interpersonal Stressor: Workplace Violence Workplace violence is a stressor to those who:  Experience violence at work  Observe violence at work  Work in jobs with higher risk of violence High risk of violence in the U.S., but higher in several other countries (e.g., France, Argentina, Canada)

9. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Interpersonal Stressor: Workplace Bullying Offensive, intimidating, or humiliating behavior that degrades, ridicules, or insults another person at work. Workplace bullies tend to be people with higher authority Workplace bullying is reduced through:  Careful hiring  360-degree feedback  Conflict resolution system

10. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Work-Nonwork Stressors Time-based conflict  due to work schedule, commuting, travel  women still do “second shift” (most housework) Strain-based conflict  work stress affects home, and vice versa Role behavior conflict  incompatible work and nonwork roles

11. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e AccountantArtist Auto Mechanic Forester Low-Stress Occupations High-Stress Occupations Hospital manager Physician (GP) Psychologist School principal Police officer Tel. operator U.S. President Waiter/waitress Stress and Occupations Medium-Stress Occupations

12. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Individual Differences in Stress Perceive the situation differently  Self-efficacy  Locus of control Different threshold levels of resistance to stressor  Store of energy Use different stress coping strategies

13. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Type A / Type B Behavior Pattern Talks rapidly Is devoted to work Is highly competitive Struggles to perform several tasks Has a strong sense of time urgency Is impatient with idleness Loses temper easily Interrupts others Handles details patiently Is less competitive with others Contemplates issues carefully Has a low concern about time limitations Doesn't feel guilty about relaxing Has a relaxed approach to life Works at a steady pace Type A Behavior Pattern Type B Behavior Pattern

14. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Consequences of Distress Physiological consequences  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

15. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Job Burnout Process Depersonalization Reduced Personal Accomplishment Physiological,psychological, and behavioral consequences EmotionalExhaustion Interpersonal and Role-Related Stressors

16. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Work-Life Balance at Ford Motor Co. Mark-Tami Hotta is engaged in a rousing game of Daddy Elephant/Baby Elephant with his kids. The chief program engineer for the Ford Windstar minivan leaves work early three days each week as part of the company’s effort to improve work-life balance. © D. Guralnick, Detroit News

17. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Family-Friendly and Work-Life Initiatives Flexible work time Job sharing Telecommuting Personal leave Childcare facilities © D. Guralnick, Detroit News

18. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Other Stress Management Practices Withdrawing from the stressor  Permanent -- transfer to better fit job  Temporary -- work breaks, vacations Changing stress perceptions  Self-efficacy, self-leadership Controlling stress consequences  Fitness and lifestyle programs  Relaxation and meditation  Employee counseling Social support  Emotional and informational

19. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e Stress Management C H A P T E R 7