1. © 2013 Cengage Learning Chapter 7 Stress and Well-Being at Work

2. What Is Stress? [Stress] – the unconscious preparation to fight or flee that a person experiences when faced with any demand [Stressor ] – the person or event that triggers the stress response [Distress (or strain)] – the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events © 2013 Cengage Learning

3. Homeostatic/Medical Stress occurs when an external demand upsets an individual’s natural, steady-state balance. 4 APPROACHES TO STRESS © 2013 Cengage Learning

4. 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 COGNITIVE APPRAISAL © 2013 Cengage Learning

5. Problem-focused coping emphasizes managing the stressor COGNITIVE APPRAISAL Emotion-focused coping emphasizes managing your response

6. 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. PERSON-ENVIRONMENT FIT © 2013 Cengage Learning

7. PSYCHOANALYTIC STRESS Discrepancy between the idealized self and the real self-image © 2013 Cengage Learning

8. The Stress Response Release of chemical messengers Activation of sympathetic nervous and endocrine systems © 2013 Cengage Learning

9. Sources of Stress: Work Demands © 2013 Cengage Learning

10. Stress Source: Nonwork Demands © 2013 Cengage Learning

11. 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 © 2013 Cengage Learning

12. Yerkes-Dodson Law © 2013 Cengage Learning

13. © 2012 Cengage Learning Demand Eustress Distress (strain) Gender Type A behavior pattern Personality Hardiness Self-reliance (attachment style) Stressor Stress Response

14. Individual Distress Work-related psychological disorders (depression, burnout, psychosomatic disorders) Medical illness (heart disease, strokes, headaches, backaches) Behavioral problems (substance abuse, violence, accidents) © 2013 Cengage Learning

15. 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

16. © 2013 Cengage Learning Individual Differences – Achilles’ heel phenomenon – a person breaks down at his or her weakest point

17. Gender Effects Sexual Harassment Vulnerabilities © 2013 Cengage Learning

18. Type A Behavior Patterns Competitiveness Time urgency Social Status Insecurity Aggression Hostility Quest for achievements © 2013 Cengage Learning

19. Personality Hardiness [ Personality Hardiness ] –challenge (versus threat) –commitment (versus alienation) –control (versus powerlessness) [ Transformational Coping ] active process of modifying one’s perception of an event in order to reduce stress. © 2013 Cengage Learning

20. Preventative Stress Management an organizational philosophy according to which people and organizations should take joint responsibility for promoting health and preventing distress and strain © 2013 Cengage Learning

21. 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 © 2013 Cengage Learning

22. Preventative Stress Maintenance © 2013 Cengage Learning

23. Organizational Stress Prevention Job redesign Goal setting Role negotiation Social support systems © 2013 Cengage Learning

24. Job Strain Model © 2013 Cengage Learning

25. Social Support at Work and Home © 2013 Cengage Learning SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, and J. J. Hurrell, Jr., Preventive Stress Management in Organizations (Washington, D.C.: American Psychological Association, 1997), 198. Reprinted with permission.

26. Individual Preventive Stress Management © 2013 Cengage Learning

27. What Can Managers Do? Learn how to create healthy stress without distress Help employees adjust to new technologies Be sensitive to early signs of distress Be aware of gender, personality, and behavioral differences Use principles and methods of preventive stress management © 2013 Cengage Learning