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chapter 9 STRESS AND WORK-LIFE LINKAGES 1
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2 Stress The experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectively.
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3 Aspects of Stress Stress can be experienced because of both opportunities and threats. The threat or opportunity experienced is important to a person. The person who is experiencing an important opportunity or threat is not sure that he or she can effectively deal with it. Whether people experience stress depends on how they perceive potential opportunities and threats and how they perceive their capabilities to deal with them.
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Individual Differences
4 Individual Differences Personality: Several personality traits are important for understanding why workers exposed to the same potential source of stress may differ in the extent to which they actually experience stress. Neuroticism, openness to experience, self-esteem Ability: Stress can be experienced when workers lack the abilities necessary to perform their jobs. Lack of experience may also increase stress.
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Consequences of Stress
5 Consequences of Stress Physiological Consequences Sleep disturbances Psychosomatic illnesses (e.g., headaches, ulcers) Psychological Consequences Negative moods or emotions Negative attitudes (e.g., dissatisfaction) Burnout: psychological, emotional, or physical exhaustion Behavioral Consequences Performance Absenteeism and turnover
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6 Insert Figure 9.1 here 3
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7 Advice to Managers Realize that what is stressful for one worker may not be stressful for another. When workers have negative attitudes toward their jobs and the organization and frequently seem on edge or in a bad mood, try to find out whether they are experiencing excessively high levels of stress by asking about their concerns. When managing workers who help others as part of their jobs, be on the lookout for the signs of burnout. When using motivational techniques and tools such as goal setting and contingent rewards, be sure you are not causing your subordinates to experience negative stress. When workers seem to be having a lot of interpersonal problems with other organizational members or with customers, clients, or patients, determine whether they are experiencing too high a level of stress.
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Organization-Related
8 Potential Stressors Personal Stressors Job-Related Stressors Group and Organization-Related Stressors Work-Life Stressors
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9 Insert Figure 9.2 here 3
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Personal Stressors Major Life Events Minor Life Events Getting married
10 Personal Stressors Major Life Events Getting married Getting divorced Death of a close friend/relative Buying a home Moving Serious illness Minor Life Events Traffic congestion Vacations
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Job-Related Stressors
11 Job-Related Stressors Role Conflict Role Ambiguity Work Overload Work Underload Promotions Challenging Job Assignments Work Reorganizations
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Managing Job-Related Stressors
12 Managing Job-Related Stressors To make sure that role conflict does not get out of hand, managers should be sure not to give workers conflicting expectations and should try to ensure that what they expect subordinates to do does not conflict with what others expect from them. Role ambiguity can be kept to a manageable level by telling workers clearly what is expected of them, how they should perform their jobs, and what changes are being made. Managers can try to make sure that none of their subordinates are overloaded and can redesign jobs that include too many tasks or responsibilities.
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Managing Job-Related Stressors
13 Managing Job-Related Stressors When underload is a problem, managers might want to consider redesigning jobs so that they score higher on the five core job dimensions of the job characteristics model. When workers experience stress from promotions, challenging job assignments, or incentive plans, managers should take steps to raise their self-efficacy. Organizations should do whatever they can to minimize the negative effects of layoffs and downsizing on their employees’ well-being.
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Group and Organization-Related Stressors
14 Group and Organization-Related Stressors Misunderstandings, conflict, interpersonal disagreements Uncomfortable or unsafe working conditions
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Stressors Arising out of Work-Life Linkages
15 Stressors Arising out of Work-Life Linkages Work life - personal life role conflict Family responsibilities Child care Elder care Work requests in violation of personal values
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16 Advice to Managers Realize that workers’ personal problems impact their attitudes and behaviors at work. Realize that workers also have demands placed on them from their personal lives, and be understanding when they must attend to such demands. Try to eliminate uncomfortable working conditions whenever possible, and make sure that workers are not exposed to unnecessary danger on the job. Make sure safety precautions are followed.
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17 Coping with Stress Problem-focused coping: The steps people take to deal directly with and act on the source of stress. Emotion-focused coping: The steps people take to deal with and control their stressful feelings and emotions.
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Problem-Focused Coping Strategies for Individuals
18 Problem-Focused Coping Strategies for Individuals Time Management: A series of techniques that can help workers make better use of and accomplish more with their time. Getting Help From a Mentor Role Negotiation: The process through which workers actively try to change their roles in order to reduce role conflict, role ambiguity, overload, or underload.
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Emotion-Focused Coping Strategies for Individuals
19 Emotion-Focused Coping Strategies for Individuals Exercise Meditation Social Support Clinical Counseling Nonfunctional Strategies
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Problem-Focused Coping Strategies for Organizations
20 Problem-Focused Coping Strategies for Organizations Job Redesign and Rotation Reduction of Uncertainty Job Security Company Day Care Flexible Work Schedules and Job Sharing Telecommuting
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Emotion-Focused Coping Strategies for Organizations
21 Emotion-Focused Coping Strategies for Organizations On-Site Exercise Facilities Organizational Support Employee Assistance Programs Personal Days and Sabbaticals
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22 Insert Figure 9.5 here 3
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23 Advice to Managers When workers are experiencing too much stress and it is having negative consequences for them or for the organization, discuss with them the many possible problem-focused and emotion-focused ways of coping with stress. Inform workers about and encourage them to take advantage of company day care facilities, flexible work schedules, on-site exercise facilities, personal days and sabbaticals, and employee assistance programs that exist for your organization. Let your subordinates know that you care about their well-being and are willing to help them with problems. Explore the viability of expanding your organization’s problem- and emotion-focused coping strategies.
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