Stress An adaptive response to a situation that is perceived as challenging or threatening

Organizational Stressors Work overload Too much work (paid, overtime, unpaid overtime) Role conflict When fulfilling the requirements of one role interferes with the fulfillment of another role requirement Inter-role: two different roles conflict Intra-role: conflicting instructions on what to do (one role) Person-role: expectations conflict with values Role ambiguity Uncertainty about job duties, performance expectations, level or source of authority, etc.

Organizational Stressors Psychological Environment Stressors Organizational injustice, interpersonal conflict Psychological contract Job insecurity Organizational change Physical Environment Stressors Excessive noise Poor lighting Safety hazards

Work – Non-work Stressors Time conflict Time required for non-work activities interferes with work E.g., family responsibilities (e.g., caring for sick parents), volunteer work etc. Strain conflict Stress from one domain spills into other Relationships, finances, new responsibilities, etc. Attitudes can be transmitted to other people

Outcomes of Stress Psychological reactions Physiological reactions High blood pressure, sweatiness, heart palpitations, dizziness, more cortisone, etc. Behavioural reactions Attempts to cope (e.g., shopping, exercise) Videos of Office Stress

Burnout Emotional exhaustion Cynicism / depersonalization Lack of energy, difficulty emoting Compassion fatigue: no longer able to empathize Cynicism / depersonalization Indifferent attitude to work Treating individuals as objects / callousness Strict adherence to rules and regulations Reduced professional accomplishment Lower self-efficacy No longer see value of extra effort

Organizational Outcomes Too much stress can lead to: Job dissatisfaction Occupational injuries and illnesses Decision-making, cognitive abilities, task performance Absenteeism, turnover

Personality Personality can affect both the extent to which potential stressors are perceived as stressful and the types of stress reactions that occur. Personality Stress Outcomes Stressors

Locus of Control People’s beliefs about the factors that control their behaviour Externals are more likely to feel anxious in the face of potential stressors E.g., The world is against me Internals are more likely to confront stressors directly E.g., I can get through this

Type A Behaviour Pattern A personality pattern that includes aggressiveness, ambitiousness, competitiveness, hostility, impatience, and a sense of time urgency. Type A: can’t relax, constantly busy, impatient Type B: easy-going, patient, relaxed Question: Which personality type are you? Are you one or the other?

Negative and Positive Affectivity Negative: The propensity to view the world, including oneself and other people, in a – light E.g., pessimistic, moody Positive: View world in a + light E.g., happy go lucky, always smiling, optimistic People high in NA report more stressors in the work environment and feel more subjective stress

Reducing or Coping with Stress Some of the things that organizations can do to reduce workplace stress and assist employees in coping with stress include: Job redesign Social support Family-friendly human resource policies Stress management programs Work-life balance programs

Job Redesign Organizations can redesign jobs to reduce their stressful characteristics. Most formal job redesign efforts involve enriching operative-level jobs to make them more stimulating and challenging. There is growing evidence that providing more autonomy in how service is delivered can alleviate stress and burnout.

Social Support Social support refers to having close ties with other people. A social network acts as a buffer against stress. The buffering aspects of social support are most potent when they are directly connected to the source of stress. Coworkers and superiors are the best sources of support for dealing with work-related stress.

Stress Management Programs Programs designed to help employees “manage” work-related stress. Stress management programs involve techniques such as meditation, training in time management, and biofeedback training. They can be useful in reducing physiological arousal, sleep disturbances, and self-reported tension and anxiety.

Work-Life Balance Programs Work-life balance programs encourage employees to participate in activities to improve their mental and physical health. Work-life balance programs include fitness facilities and memberships, employee assistance programs, and health food programs. Work-life programs are believed to lower health- care costs due in part to stress reduction.

Wellness Programs Research My study on wellness programs Findings suggest that after one year health promo initiatives decrease return on assets (ROA), while work-life balance initiatives increase ROA. However, both effects become non-significant after three years.

Group Exercise Form groups of 5 to 6 people. Share your results within your group from your stress test. Talk about potential stressors and outcomes of your stress. Talk about effective ways to deal with stress. Pick a spokesperson to summarize your results I will randomly call on a few groups to present