1. 9-1©2005 Prentice Hall 9 Managing Stress and Work-Life Balance Chapter 9 Managing Stress and Work-Life Balance

2. 9-2 ©2005 Prentice Hall Chapter 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 ©2005 Prentice Hall Chapter 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 ©2005 Prentice Hall Opening Case: Doing More With Less  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 ©2005 Prentice Hall What is Stress?  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 ©2005 Prentice Hall Individual Differences and Stress PersonalityAbility

7. 9-7 ©2005 Prentice Hall Personality and Stress  Neuroticism  Extraversion  Openness to Experience  Self-Esteem  Type A  Locus of Control

8. 9-8 ©2005 Prentice Hall Consequences of Stress Physiological Consequences Behavioral Consequences Psychological Consequences

9. 9-9 ©2005 Prentice Hall Signs of Burnout  Feelings of –low personal accomplishment –Emotional exhaustion –depersonalization

10. 9-10 ©2005 Prentice Hall Figure 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.

11. 9-11 ©2005 Prentice Hall Figure 9.2 An Inverted U Relationship Between Stress and Performance

12. 9-12 ©2005 Prentice Hall Sources of Stress Job Responsibilities Personal Life Membership in Groups Work-Life Balance Environmental Uncertainty

13. 9-13 ©2005 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

14. 9-14 ©2005 Prentice Hall Job-Related Stressors  Role conflict  Role ambiguity  Overload  Underload  Challenging assignments  Economic well-being and job security

15. 9-15 ©2005 Prentice Hall Group and Organization-Related Stressors  Cultural differences  Uncomfortable working conditions  Unsafe working conditions  Mergers and acquisitions

16. 9-16 ©2005 Prentice Hall Work-Life Balance  Elder care  Child care  Value conflict

17. 9-17 ©2005 Prentice Hall Environmental Uncertainty  Global instability  Aftermath of war and terrorism  SARS  Corporate scandals  Exposure to toxins

18. 9-18 ©2005 Prentice Hall Coping Strategies for Individuals  Problem-focused –Time Management –Mentoring –Role Negotiation  Emotion-focused –Exercise –Meditation –Social Support –Clinical Counseling

19. 9-19 ©2005 Prentice Hall Nonfunctional Coping Strategies  Eating  Drinking  Taking drugs

20. 9-20 ©2005 Prentice Hall Coping Strategies for Organizations  Problem- focused –Job redesign –Job rotation –Reduction of uncertainty –Job security –Company day care –Flextime/ job sharing –Telecommuting  Emotion-focused –On-site exercise facilities –Organizational support –Employee assistance programs –Personal days/ Sabbaticals