1. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 6 Workplace Stress: Issues and Management

2. 7 - 2 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. What is Stress?  Stress Feeling tense, anxious, or worried.  Stressor A potentially harmful or threatening external event or situation.  For an action, situation, or event to result in stress, it must be perceived by the individual to be a source of threat, challenge, or harm.

3. 7 - 3 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Organizational Stress: A Model Stress Individual Differences Stressors Outcomes Individual Level Group Level Organizational Level Non-work Behavioral Cognitive Physiological

4. 7 - 4 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Work Stressors: Individual Level For an action, situation, or event to result in stress, it must be perceived by the individual to be a source of threat, challenge, or harm. If there are no perceived consequences – good or bad – there is no potential for stress.

5. 7 - 5 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Work Stressors: Individual Level (continued)  Three key factors determine whether an experience (special demand) is likely to result in stress: Importance – how significant the event is to the individual Importance – how significant the event is to the individual Uncertainty – lack of clarity about what will happen Uncertainty – lack of clarity about what will happen Duration – the longer special demands are placed on the individual, the more stressful the situation Duration – the longer special demands are placed on the individual, the more stressful the situation

6. 7 - 6 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Work Stressors: Individual Level (continued) Role Conflict Qualitative Overload Quantitative Overload

7. 7 - 7 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Work Stressors: Group and Organizational Levels Participation Intra- and Inter- group Relationships Organizational Politics Organizational Culture Lack of Performance Feedback Inadequate Career Development Opportunities Downsizing

8. 7 - 8 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Non-work Stressors Elder and child care Economy Lack of mobility Volunteer Work Quality of Life

9. 7 - 9 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Individual Outcomes of Stress  Stress can produce a variety of psychological consequences, including: Anxiety Anxiety Frustration Frustration Apathy Apathy Lowered self-esteem Lowered self-esteem Aggression Aggression Depression Depression

10. 7 - 10 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Individual Outcomes of Stress (continued)  Burnout – a psychological process resulting from work stress that results in: Emotional exhaustion Emotional exhaustion Depersonalization Depersonalization Feelings of decreased accomplishment Feelings of decreased accomplishment

11. 7 - 11 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Individual Consequences of Stress: Burnout Emotional Exhaustion Depersonalization Low Personal Accomplishment Feel drained by work Have become calloused by job Cannot deal with problems effectively Feel fatigued in the morning Treat others like objects Do not have a positive influence on others Frustrated Do not care what happens to other people Cannot understand others’ problems or identify with them Do not want to work with other people Feel other people blame you No longer feel exhilarated by your job

12. 7 - 12 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Stress Moderators Personality Type A Behavior Pattern (TABP) Social Support

13. 7 - 13 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Type A Behavior Pattern (TABP) The person with TABP behaves as follows:  Chronically struggles to get as many things done as possible in the shortest time period.  Is aggressive, ambitious, competitive, and forceful.  Speaks explosively, and rushes others to finish what they are saying.  Is impatient, hates to wait, and considers waiting a waste of precious time.  Is preoccupied with deadlines and is work oriented.  Is always in a struggle with people, things, and events.

14. 7 - 14 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Organizational Stress Management Program Targets Organizational Stress Management and Prevention Programs Targeted at Work and Non-work Stressors Employee Perceptions / Experience of Stress Outcomes of Stress Physiological Physiological Emotional Emotional Behavioral Behavioral

15. 7 - 15 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Maximizing Person-Environment Fit (P-E fit) A P-E fit approach focuses on:  The extent to which work provides formal and informal rewards that meet the person’s needs. Misfit on this dimension results in stress. Misfit on this dimension results in stress.  The extent to which the employee’s skills, abilities, and experience match the requirements of the job. If the individual’s talents are insufficient for or under- utilized by job requirements, stress results. If the individual’s talents are insufficient for or under- utilized by job requirements, stress results.  By improving the quality of fit between the employee and the organizational environment, stress is eliminated.

16. 7 - 16 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Socialization – The process by which an individual learns the values and behaviors necessary to become an effective organizational member.

17. 7 - 17 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Targeted / Corrective Stress-Management Programs Include:  Training programs for managing and coping with stress.  Redesigning work to minimize stressors.  Changes in management style to one of more support and coaching to help workers achieve their goals.  Creating more flexible work hours.  Paying more attention to work/life balance with regard to child and elder care.  Better communication and team-building practices.  Better feedback on worker performance and management expectation.

18. 7 - 18 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Organizational Stress Prevention and Management Programs  Employee Assistance Programs (EAPs)  Wellness Programs  Cognitive Techniques  Employee Assistance Programs (EAPs)  Wellness Programs  Cognitive Techniques  Relaxation Training  Mediation  Biofeedback  Relaxation Training  Mediation  Biofeedback

19. 7 - 19 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Employee Assistance Programs (EAPs)  Designed to deal with a wide range of stress- related problems, both work and non-work related, including: Behavioral and emotional difficulties Behavioral and emotional difficulties Substance abuse Substance abuse Family and marital discord Family and marital discord Other personal problems Other personal problems

20. 7 - 20 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Employee Assistance Programs (continued) General EAP program elements include:  Diagnosis. An employee with a problem asks for help; EAP staff attempts to diagnose the problem.  Treatment. Counseling or support therapy is provided either by internal staff or outside referral.  Screening. Periodic examination of employees in highly stressful jobs for early detection of problems.  Prevention. Education and persuasion used to convince high risk employees to seek help to change.

21. 7 - 21 McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Wellness Programs  Activities that focus on an employee’s overall physical and mental health.  Identify and assist in preventing or correcting specific health problems, health hazards, or negative health habits. Hypertension identification and control Hypertension identification and control Smoking cessation Smoking cessation Physical fitness and exercise Physical fitness and exercise Nutrition and diet control Nutrition and diet control Job and personal stress management Job and personal stress management