1. Chapter 7 Stress and Well-Being at Work
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2. What is Stress?
Unconscious preparation to fight or flee that one experiences when facing a demand
Stressor: Person or event that triggers the stress response
Distress or strain: Adverse psychological, physical, behavioral, and organizational consequences that is a result of stressful events

3. Person-environment fit
Approaches to Stress
Homeostatic/medical
Cognitive appraisal
Person-environment fit
Psychoanalytic

4. 4 APPROACHES TO STRESS Homeostatic/Medical
Stress occurs when an external demand upsets an individual’s natural, steady-state balance.
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5. COGNITIVE APPRAISAL
Individuals differ in their appraisal of events and people
What is stressful for one person is not for another
Perception and cognitive appraisal determines what is stressful
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6. COGNITIVE APPRAISAL Problem-focused coping
emphasizes managing the stressor
Emotion-focused coping
emphasizes managing your response
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7. PERSON-ENVIRONMENT FIT
Confusing and conflicting expectations in a social role create stress.
Good person-environment fit occurs when one’s skills and abilities match a clearly defined set of role expectations.
Stress occurs when expectations are confusing or when they conflict with one’s skills. 5

8. Activation of sympathetic
The Stress Response
Release of chemical
messengers
Activation of sympathetic
nervous and
endocrine systems
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9. 7.1 Work and Nonwork Demands

10. Positive Stress Stress response itself is neutral
Some stressful activities (aerobic exercise, etc.) can enhance a person’s ability to manage stressful demands or situations
Stress can provide a needed energy boost 12

11. Yerkes-Dodson Law
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12. Stressor Stress Response
Eustress
Distress (strain)
Demand
Gender
Type A behavior pattern
Personality Hardiness
Self-reliance (attachment style)

13. Individual Distress Behavioral problems Medical illness
(substance abuse,
violence, accidents)
Medical illness
(heart disease, strokes,
headaches, backaches)
Work-related psychological disorders
(depression, burnout,
psychosomatic disorders)
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14. Organizational Distress
Participative Problems – a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover Performance Decrement – a cost resulting from poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair Compensation Award – an organizational cost resulting from court awards for job distress
Stress
effects
a company’s
bottom line 14

15. Individual Differences
Gender effects
Type A behavior patterns
Personality hardiness
Self-reliance

16. Type A Behavior Patterns
Competitiveness
Time urgency
Social Status Insecurity
Aggression
Hostility
Quest for achievements 17

17. Preventative Stress Management
Primary Prevention – the stage in preventive stress management designed to reduce, modify, or eliminate the demand or stressor Secondary Prevention – the stage in preventive stress management designed to alter or modify the individual’s or the organization’s response to a demand or stressor Tertiary Prevention – the stage in preventive stress management designed to heal individual or organizational symptoms of distress and strain
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18. Preventative Stress Maintenance21

19. Organizational Stress Prevention
Increased worker control reduces distress and strain without reducing productivity
Job redesign
Increases task motivation while reducing role conflict and ambiguity
Goal setting
Allows individuals to modify their work roles
Role negotiation
Team building provides social support
Social support systems

20. Job Strain Model 23

21. Individual Preventive Stress Management
Primary prevention
Secondary prevention
Tertiary prevention
Time management
Positive thinking
Leisure time activities
Diet
Relaxation
Physical exercise
Professional help
Opening up