1. ©2007 Prentice Hall Understanding and Managing Organizational Behavior Fifth Edition Jennifer M. George Gareth R. Jones Image from opening case 9 Managing Stress and Work-Life Balance

2. 9-2 ©2007 Prentice Hall Learning Objectives  Describe how the experience of stress is based on employees’ perceptions and influenced by individual differences  Appreciate the fact that stress can have both positive and negative consequences for employees and their organizations

3. 9-3 ©2007 Prentice Hall Learning Objectives  Be aware of stressors that can arise from employees’ personal lives, their jobs, their work groups and organizations, the pursuit of work-life balance, and uncertainty in the wider environment  Describe problem-focused and emotion- focused coping strategies for individuals  Describe problem-focused and emotion- focused coping strategies for organizations

4. 9-4 ©2007 Prentice Hall Globalization Heightens Work Stress  Is work stress out of control?  Mounting levels of stress for employees –Challenging economy –Layoffs –Global uncertainty –Fear of terrorism –Corporate scandal

5. 9-5 ©2007 Prentice Hall What Is Stress? Stress is 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

6. 9-6 ©2007 Prentice Hall Key Aspects of Stress  Stress can originate from opportunities and threats  The opportunities or threats that cause stress are important to the person in question  The person who is experiencing the threat or opportunity is uncertain as to whether he or she can effectively handle the situation  Stress is rooted in perception

7. 9-7 ©2007 Prentice Hall Individual Differences and Stress PersonalityAbility

8. 9-8 ©2007 Prentice Hall Personality and Stress  Neuroticism  Extraversion  Openness to Experience  Self-Esteem  Type A  Locus of Control

9. 9-9 ©2007 Prentice Hall Consequences of Stress Physiological Consequences Behavioral Consequences Psychological Consequences

10. 9-10 ©2007 Prentice Hall Signs of Burnout  Feelings of –low personal accomplishment –emotional exhaustion –depersonalization

11. 9-11 ©2007 Prentice Hall Exhibit 9.1 A Stress Quiz  Conditions at work are unpleasant or even unsafe.  I feel that my job is making me physically or emotionally sick  I have too much work or too many unreasonable deadlines.  I can’t express my opinions or feelings about my job to my boss.  My work interferes with my family or personal life.  I have no control over my life at work.  My good performance goes unrecognized and unrewarded.  My talents are underutilized at work.

12. 9-12 ©2007 Prentice Hall Exhibit 9.2 An Inverted U Relationship Between Stress and Performance

13. 9-13 ©2007 Prentice Hall Sources of Stress Job Responsibilities Personal Life Membership in Groups Work-Life Balance Environmental Uncertainty

14. 9-14 ©2007 Prentice Hall Personal Sources of Stress  Major Life Events –Death of a loved one –Divorce –Serious illness –Getting arrested –Getting married –Buying a house –Having a baby  Minor Life Events –Getting a speeding ticket –Have trouble with your in-laws –Getting caught in traffic –Going on vacation –Getting a new assignment at work

15. 9-15 ©2007 Prentice Hall Job-Related Stressors  Role conflict  Role ambiguity  Overload  Underload  Challenging assignments  Economic well-being and job security

16. 9-16 ©2007 Prentice Hall Group and Organization-Related Stressors  Cultural differences  Uncomfortable working conditions  Unsafe working conditions  Mergers and acquisitions

17. 9-17 ©2007 Prentice Hall Work-Life Balance  Elder care  Child care  Value conflict

18. 9-18 ©2007 Prentice Hall Environmental Uncertainty  Global instability  Aftermath of war and terrorism  SARS  Corporate scandals  Exposure to toxins

19. 9-19 ©2007 Prentice Hall Coping Strategies for Individuals  Problem-focused –Time Management –Mentoring –Role Negotiation  Emotion-focused –Exercise –Meditation –Social Support –Clinical Counseling

20. 9-20 ©2007 Prentice Hall Time-Management Steps  Make lists of all tasks to accomplish during day  Prioritize tasks  Estimate length of time required to complete each task

21. 9-21 ©2007 Prentice Hall Nonfunctional Coping Strategies  Eating  Drinking  Taking drugs

22. 9-22 ©2007 Prentice Hall Coping Strategies for Organizations Problem-focused  Job redesign  Job rotation  Uncertainty reduction  Job security  Company day care  Flextime/job sharing  Telecommuting Emotion-focused  On-site exercise facilities  Organizational support  Employee assistance programs  Personal days/ Sabbaticals