1. Managing Personal Stress

2. Stress Cost
Growing problem of stress on the job - $500b (APA and NIOS)
Half of all adults suffering from adverse health effects of stress
Doubling of percentage of workers feeling highly stressed within each five years during between mid- 80’s to late 90’s

3. Stress Cost
A survey finding: 37 percent workers reported stress increased percent decreased last year
75 – 90 percent visits to primary care physicians for stress related complaints or disorders
One million workers absent on an average working day and 550,000,000 workdays lost

4. Stress Cost
In one major corporation – more than 60 percent stress-related absences
In US – 40 percent turnover related to job stress
60 – 80 percent industrial accidents attributable to stress
Compensation claims skyrocketed in last two decades

5. Stress Cost
IN US business alone - $12b on stress management training and products in 2000.
Medical evidences of stress related physiological and psychological disorders

6. Role of Management
A longitudinal study: incompetent management largest cause of workplace stress
Other surveys: employees relationship with immediate supervisors worst aspect of the job
Psychological research: stress negatively affecting workers and detrimental effect on managers

7. Role of Management Effects of stress on managers Selective perception
Intolerant of ambiguity
Fixation on a single approach
Rushing through
Crisis mentality
Less ability to make fine distinctions
Less consultation

8. Role of Management Effects of stress on managers
Reliance on old habits
Less creative
Stress management ability
Individual self development
Enormous bottom-line impact on organization

9. Effects Positive Negative Performance, growth, development, change
A host of consequences at the individual, team and organizational levels

10. Stress and Performance
Low stress
Moderate stress
High stress

11. Stress Conceptualizations
Stimulus-based :‘out there’, sources, stressors
Response-based: ‘in-person’, manifestations, strain

12. Stress Conceptualizations
Stressor- strain chain, ‘integrated functioning’, a person’s resources not matching the demands on the person (stressors) resulting in various consequences (strains) – both actual and perceived

13. Stress Conceptualizations
An adaptive response to a perceived external situation that places an excessive psychological or physical demands upon a person resulting in psychological, physical and/ or behavioural deviations

14. Dynamics of Stress Stressors (drivers/triggers)
Factors: importance, uncertainty and duration
Sources: extra-organisational, organisational, group, individual
Nature: time, situational, anticipatory, encounter

15. Dynamics of Stress Reactions
Alarm stage (anxiety, fear, confusion, symptoms, mobilization of energy resources, self-corrected)
Resistance stage (mobilization of other resources to cope, defense mechanisms: aggression, regression, repression, withdrawal, fixation)
Exhaustion stage (enduring or acute stressors - pathological conditions)

16. Dynamics of Stress
Resiliency
Physical
Psychological
Cognitive
Social

17. Dynamics of Stress Coping strategies
Reactive (temporary coping mechanisms)
Proactive (developing resiliency)
Enactive (eliminating stressors)

18. Dynamics of Stress Consequences Physiological Psychological Cognitive
Behavioural
Social
Organizational

19. General Model of Stress
Demographic, career, job, work environment, factors
Consequences
Physiological
Psychological
Cognitive
Behavioural
Social
Organizational
Stressors
Extra-organisational, Organisational, Group, Individual
Time, Situational, Anticipatory, Encounter
Resiliency
Physical
Psychological
Cognitive
Social
Coping Strategies
Reactive
Proactive
Enactive

20. Types of Stress Over stress (Hyperstress) Good stress (Eustress)
Bad stress (Distress)
Stress
Under stress (Hypostress)

21. Research Findings
Banking professionals in Nepal (9 banks – 153 employees)
No significant differences between gender, age, and year of employment with regard to the experience of job stress
Significant positive relationship between job stress and psychological strain

22. Research Findings
Banking professionals in Nepal (9 banks – 153 employees)
Psychological strain significantly negatively related with job satisfaction
Turnover intention significantly negatively related job stress
No moderating effect of locus of control, social support and organizational support on the relationship between stress and strain

23. Time Stressors
Work overload: too much to do relative to the time available
Lack of control
Relationship between time stressor and job dissatisfaction, tension, perceived threat, heart rate, cholesterol level, skin resistance

24. Time Stressors Time fascination in various cultures
Short time horizon: more time stress
Long time horizon: less time stress

25. Eliminating Time Stressor
Effective time management (aligning time with core personal principles)
Focus on important matters
Focus on urgent matters
Focus on results rather than methods
Not feeling guilty to say ‘no’

26. Eliminating Time Stressor
Judgment of importance
What do I stand for? What am I willing to die (or live) for?
What do I care passionately about?
What legacy would I like to leave? What do I want to be remembered for?
What do I want to have accomplished 20 years from now?

27. Eliminating Time Stressor
Judgment of importance
If I could persuade everyone in the world to follow a few basic principles, what would they be?

28. Eliminating Time Stressor
Efficient time management (accomplishing more by reducing wasted time)
Be aware of tendencies to use time inefficiently
Follow efficient time management principles

29. Encounter Stressor
Conflictual interpersonal interactions, particularly for managers
Role conflicts – incompatible roles of group members
Issue conflicts – disagreement over what and how of problems
Interaction conflicts – mutual antagonism

30. Encounter Stressor Significant negative effects Cultural dimensions
Less productivity and satisfaction
Organizational dysfunction
Lack of trust and mutuality
Cultural dimensions
More in egalitarian and affectivity than in hierarchical and neutrality cultures

31. Eliminating Encounter Stressor
Collaboration
Social and emotional intelligence

32. Situational Stressor
Immediate work or life environment related factors
Unfavorable work conditions
Rapid changes
Social Readjustment Rating Scale

33. Eliminating Situational Stressor
Work redesign

34. Anticipatory Stressor
Potentially disagreeable and threatening events
Unpleasant experiences
Fear

35. Eliminating Anticipatory Stressor
Goal setting
Small wins

36. Developing Resiliency
Physiological resiliency
Cardiovascular conditioning
Dietary control

37. Developing Resiliency
Psychological resiliency
Life balance (physical activities; work activities; intellectual activities; social activities; family activities; cultural activities; spiritual activities)
Hardiness (high internal control, strong personal commitment and love of challenge)
Personality adjustment

38. Developing Resiliency
Psychological resiliency
Small wins strategies
Deep relaxation techniques

39. Developing Resiliency
Social resiliency
Supportive social relations
Mentors
Teamwork

40. Temporary Stress Reduction Techniques
Muscle relaxation
Deep breathing
Imagery and fantasy
Rehearsal (alternative reactions)
Reframing