1. Chapter 7 Nelson & Quick 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 - the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events Strain – distress Homeostasis – a steady state of bodily functioning and equilibriuim

3. A Model of Stress Potential Sources Consequences Environment: economic uncertainty political uncertainty Organization: Job demands, Resources, change, Difficult boss Individual Factors: Family problems, personality IndividualDifferences: Social support, experience Psychological: Tension, irritability, anxiety Physiological: Muscular tension, Weakens immune system, cardiovascular disorders Behavioral: Sleep troubles, Absence, substance abuse substance abuse ExperiencedStress Prentice-Hall, 2001, Ch. 18

4. 4 Stress Approaches: Homeostatic/Medical Approach Homeostasis Fight Flight External environmental demand + =

5.  Individuals differ in their appraisal of events & people  What is stressful for one person is not for another  Perception and cognitive appraisal determines what is stressful 4 Stress Approaches: Cognitive Appraisal Approach Problem-focused coping emphasizes managing the stressor Emotion-focused coping emphasizes managing your response

6.  No undue stress Good person-environment fit: a person’s skills & abilities match a clearly defined, consistent set of role expectations  Stress, strain, and depression occur when role expectations are confusing and/or conflicting, or when the person’s skills & abilities do not meet the demands of the social role 4 Stress Approaches: Person-Environment Fit Approach

7. 4 Stress Approaches: Psychoanalytic Approach Ego Ideal - the embodiment of a person’s perfect self = the difference between ego ideal and self-image Self-Image - how a person sees oneself, both positively & negatively

8. The Stress Response Blood redirected from the skin & internal organs to brain and large muscles Increased alertness: improved vision, hearing, & other sensory responses Release of glucose & fatty acids for sustenance Depression of immune system, digestion, & similar restorative processes Release of chemical messengers, primarily adrenaline, into the bloodstream Sympathetic nervous system & the endocrine (hormone) system activated

9. Sources of Stress at Work

10. Stress Sources at Work

11. Stress Benefits and Costs

12. Yerkes-Dodson Law Performance arousal High Low (distress) Optimum (eustress) High (distress) Stress level Boredom from understimulation Optimum stress load Conditions perceived as stressful Distress from overstimulation

13. Positive Stress/Negative 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  Negative stress results from a prolonged activation of the stress response mismanagement of the energy induced by the response unique personal vulnerabilities

14. Stress  79% of workers report that 1995 was one of the most stressful years ever (Dale Carnegie survey) Work-related issues were the strongest source of stress Not doing the type of work you want was the major source of stress Karoshi (Japanese): “Sudden death by heart attack triggered by overwork”  Japan is high on uncertainty avoidance, thus working hard is one way to reduce uncertainty because the harder you work the more productive your company should be

15. Individual Stress Work-related psychological disorders (depression, burnout, psychosomatic disorders) Medical illness (heart disease, strokes, headaches, backaches) Behavioral problems (substance abuse, violence, accidents)

16. How Employee Stress Can Impact the Organization Participative Problems - a cost associated with absenteeism, tardiness, strikes & work stoppages, & turnover Performance Decrement - a cost resulting from poor quality or low quantity of production, grievances, & unscheduled machine downtime & repair Compensation Award - an organizational cost resulting from court awards for job distress

17. Dealing with Stress - Achilles’ heel phenomenon - a person breaks down at his or her weakest point

18. Type A Behavior Patterns Type A Behavior Patterns - a complex of personality and behavior characteristics sense of time urgency “hurry sickness” quest for numbers (of achievements) status insecurity aggression & hostility expressed in response to frustration & conflict

19. Personality Hardiness Personality Hardiness - a personality resistant to distress & characterized by the 3 C’s:  CHALLENGE (versus threat) Disruptions that create stress in others are instead viewed as an opportunity for growth rather than a threat to security This is a great challenge – stress is viewed as a necessary step toward learning

20.  COMMITMENT (versus alienation) Believe in importance of what they do Sense of purpose to their activities Recall, the most prevalent source of stress was not doing the type of work you want  CONTROL (versus powerlessness) Feeling in control of your life Personality Hardiness, cont’d

21. Organization Stress Management Organizational Communication Organizational Communication Employee Involvement Employee Involvement Selection and Placement Selection and Placement Job Redesigning Job Redesigning Wellness Programs Wellness Programs Employee Assistance Programs Employee Assistance Programs Prentice-Hall, 2001, Ch. 18

22. Organizational Stress Prevention  Focuses on people’s work demands  Focuses on ways to reduce distress at work  Most organizational prevention is primary job redesign goal setting role negotiation social support systems

23. Social Support at Work & Home Individual Organizational Supervisor Colleagues Subordinates Clients Family Spouse Children Parents In-laws Church Minister/Rabbi Friends Support groups Clubs Business associations Social clubs Athletic groups Professional Physicians Psychologists Counselors Lawyers SOURCE: From J. C. Quick J. D. Quick, D. L. Nelson and J. J. Hurrell, Jr., in Preventive Stress Management in Organizations, 1997, p. 198. Copyright© 1997 by The American Psychological Association. Reprinted with permission.

24. TimeManagementTimeManagement SocialSupportSocialSupport RelaxationTrainingRelaxationTraining PhysicalExercisePhysicalExercise Prentice-Hall, 2001, Ch. 18 Individual Stress Management

25. Preventative Stress Management - an organizational philosophy that holds that people & organizations should take joint responsibility for promoting health and preventing distress & strain Primary Prevention - designed to reduce, modify, or eliminate the demand or stressor causing stress Secondary Prevention - designed to alter or modify the individual’s or the organization’s response to a demand or stressor Tertiary Prevention - designed to heal individual or organizational symptoms of distress & strain Preventative Stress Management

26. Individual Preventive Stress Management

27. Discussion Questions  Why should organizations help individuals manage stress?  Isn’t stress basically the individual’s responsibility?

28. Discussion Questions  Is there more stress today than in past generations?  What evidence is available concerning this question?

29. Discussion Questions  Do you use any stress prevention methods that are not discussed in the chapter?  If so, what are they?