Stress management Ashok K. Choudhary Neeti Kumar Prerna Yadav Saket Sarang 1

Contents Introduction What is not stress? Relationship between stress and stressors. Model of occupational stress. Individual stressors Group level stressors Organizational stressors Extra-organizational stressors Burnout Stress vs. burnout Stress management and targets Different programs Stress and performance relation. 2

Introduction An adaptive response to an external situation that results in physical, psychological and/or behavioral deviation for organizational participants. 3

What is not stress? Simple anxiety or nervous tension. Need not always damaging. Not always due to overwork. Stress cannot be avoided. Body has limited capacity to respond. 4

Relationship between Stressors and Stress Perception Past experience Social support Individual differences Stress Stressors The environment The individual (Source: Don Hellreigal, et al, Organizational Behaviour, p.193) 5

Stress STRESSORS OUTCOMES Individual level Group level Organizational Extra- Organizational Behavioral Cognitive Physiological Moderating variables A MODEL OF OCCUPATIONAL STRESS 6

Individual stressors  Relate directly to person’s personality and job responsibility.  Common individual level stressors are: Types of personalities Role overload Role conflict and Role ambiguity. Task characteristics  Personality types Type A personality Type B personality 7

Group level stressors  Caused by group dynamics and managerial behaviours  Managers create stress for employees by: Exhibiting inconsistent behaviour Failing to provide support Showing lack of concern Providing inadequate direction Creating high productivity environment Focusing on negative while ignoring good performance. 8

Organizational stressors Organizational climate is a prime example. Poor lighting, loud noise, improper placement of furniture and a dirty and smelly environment create stress. Management styles Organizational design Organizational life cycle 9

Extra-organizational stressors Caused by factors outside organization Factors are: a)Family b)Economy c)Lack of mobility d)Quality of life 10

Burnout : outcome of prolonged exposure to intense emotional stress. A model of burnout Emotional exhaustion Depersonalization Attitudinal and behavioural symptoms of burnout, Feeling a lack of personal accomplishment Personal, job, and organizational stressors 11

Stress vs. Burnout Stress Fatigue Anxious Dissatisfaction Moody Guilty Difficulty in concentrating Physiological changes (source: Robert Krietner and Angelo Kinicki, Organizational behaviour,p.535) Burnout Chronic exhaustion Hypersensitive Bored from work Nil job committed Impatient, irritable Mental depression Forgetfulness Psychosomatic complaints 12

Stress management Individual strategies Muscle relaxation Biofeedback Meditation Cognitive restructuring Time management Organizational strategies Improving physical work environment Job redesign Changes in workloads and deadlines Structural reorganization Work schedule changes Management by goal setting Greater level of employee participation Workshops relating to role analysis and role clarity 13

Targets of organizational stress management programs Work stressors Work load Role conflict and ambiguity Career development Interpersonal relations Aggressive behaviour Conflict between work and other roles Employee perception/ Experience of stress Outcomes of stress Physiological Emotional Behavioural 14

Stress programs Team building Behaviour modification Career counseling and other employee assistance program Workshops on time management Workshops on burnout to help employee understand its nature and symptoms Training in relaxation techniques Physical fitness or wellness program. 15

Employee assistance programs Diagnosis : EAP staff attempt to diagnose the problem. Treatment: Counseling or supportive therapy is provided. Screening :Periodic examination Prevention: Education and persuasion are used to convince employees 16

Wellness program Often called Health Promotion Programs Focuses on employees overall physical and mental health. Not only disease identification but lifestyle modification too. For example: a.emphasizing hypertension identification and control, b.smoking cessation, c.physical fitness and exercise, d.Nutrition and diet control, e.Work and personal stress management. 17

Stress and performance Stress is negatively related to performance. Higher the stress, lower the performance. Valid reasons in support of this assumptions: a.Even relatively mild stress distracts an employee. b.Prolonged exposure to stress can affect health, thus performance. 18

Bibliography “Organizational behaviour” by K.Aswathappa. “Organizational Behaviour: Human Behaviour At Work” by John W Newstrom. “Organizational behaviour” by Fred Luthans. 19