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

2. 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.

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

4. 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

5. 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

6. 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

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

8. 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

9. 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

10. 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?

11. 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

12. 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

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. 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