1. © 2009 Jones and Bartlett Publishers Chapter 12 Stress in the Workplace and Stress Management

2. © 2009 Jones and Bartlett Publishers What is Stress? Cognitive-transactional theory defines stress as “a particular relationship between the person and the environment that is appraised by the person as taxing or exceeding his or her resources and endangering his or her well being” (Schwarzer, 2004). Cognitive-transactional theory defines stress as “a particular relationship between the person and the environment that is appraised by the person as taxing or exceeding his or her resources and endangering his or her well being” (Schwarzer, 2004).

3. © 2009 Jones and Bartlett Publishers Individual Distress Consequences BehavioralBehavioral PsychologicalPsychological PhysiologicalPhysiological

4. © 2009 Jones and Bartlett Publishers Work Related Stress According to the American Institute of Stress (2004), job stress costs U.S. industry approximately $300 billion annually in terms of accidents, absenteeism, employee turnover, loss of productivity, direct medical, legal, and insurance costs, workers' compensation awards, as well as tort and Federal Employers' Liability Act (FELA) judgments. According to the American Institute of Stress (2004), job stress costs U.S. industry approximately $300 billion annually in terms of accidents, absenteeism, employee turnover, loss of productivity, direct medical, legal, and insurance costs, workers' compensation awards, as well as tort and Federal Employers' Liability Act (FELA) judgments.

5. © 2009 Jones and Bartlett Publishers Distress - Eustress

6. © 2009 Jones and Bartlett Publishers Stressors Positive or negativePositive or negative External or internalExternal or internal Short-term (acute) or long-term (chronic)Short-term (acute) or long-term (chronic)

7. © 2009 Jones and Bartlett Publishers Individuals and Stress PersonalitiesPersonalities MinoritiesMinorities GenderGender

8. © 2009 Jones and Bartlett Publishers Burnout Three dimensions associated with burnout: 1.Emotional exhaustion 2.Depersonalization 3.Diminished personal accomplishment

9. © 2009 Jones and Bartlett Publishers Causes of Workplace Stress Individual task demandsIndividual task demands Individual role demandsIndividual role demands Group demandsGroup demands Organizational demandsOrganizational demands

10. © 2009 Jones and Bartlett Publishers Stages of Preventive Stress Management

11. © 2009 Jones and Bartlett Publishers Individual Coping Strategies RelaxationRelaxation Learned OptimismLearned Optimism Hardiness TrainingHardiness Training Stress Management ProgramsStress Management Programs

12. © 2009 Jones and Bartlett Publishers Chapter 13 Conflict Management, Decision- Making and Negotiation Skills

13. © 2009 Jones and Bartlett Publishers Conflict Conflict occurs when an individual or group feels negatively affected by another individual or group. Three components: 1.Perceived incompatibility of interests, 2.Some interdependence of the parties, and 3.Some form of interaction.

14. © 2009 Jones and Bartlett Publishers Types of Conflict GoalGoal CognitiveCognitive AffectiveAffective ProceduralProcedural

15. © 2009 Jones and Bartlett Publishers Levels of Conflict IntrapersonalIntrapersonal InterpersonalInterpersonal IntragroupIntragroup IntergroupIntergroup InterorganizationalInterorganizational

16. © 2009 Jones and Bartlett Publishers Intrapersonal Conflict Intrapersonal conflict occurs within an individual and may involve some form of goal, cognitive, or affective conflict. Approach/approachApproach/approach Avoidance/avoidanceAvoidance/avoidance Approach/avoidanceApproach/avoidance Cognitive dissonanceCognitive dissonance person-role conflict intrarole conflict interrole conflict

17. © 2009 Jones and Bartlett Publishers Interpersonal Conflict Interpersonal conflict involves two or more individuals who believe that their attitudes, behaviors, or preferred goals are in opposition. 1.Personal characteristics and issues, 2.Interactional difficulties, and 3.Differences around perspectives and perceptions of the issues.

18. © 2009 Jones and Bartlett Publishers Intragroup Conflict Intragroup conflict involves clashes among some or all of a group’s members, which often affect the group’s processes and effectiveness. 1.Relationship 2.Task 3.Process

19. © 2009 Jones and Bartlett Publishers Intergroup Conflict Intergroup conflict involves opposition and clashes between groups. 1.Vertical 2.Horizontal 3.Line-staff 4.Diversity-based

20. © 2009 Jones and Bartlett Publishers Interorganizational Conflict Interorganizational conflict occurs between organizations due to interdependence on membership and divisional or system-wide success.

21. © 2009 Jones and Bartlett Publishers Decision-Making Models Rational Approach – a systemic analysis of the problem followed by the choice and implementation of a solution in a logical, step- by-step sequence (Daft, 2004).Rational Approach – a systemic analysis of the problem followed by the choice and implementation of a solution in a logical, step- by-step sequence (Daft, 2004). Bounded Rationality Approach – Due to cognitive limitations, an individual will limit his or her search for information prior to decision- making.Bounded Rationality Approach – Due to cognitive limitations, an individual will limit his or her search for information prior to decision- making.

22. © 2009 Jones and Bartlett Publishers Decision-Making Models (cont.) Intuition – decision-making using one’s professional judgment based on past experiences rather than sequential logic or explicit reasoning (Daft, 2004).Intuition – decision-making using one’s professional judgment based on past experiences rather than sequential logic or explicit reasoning (Daft, 2004). Heuristics or Biases Approach – Individuals use judgmental heuristics or “rules of thumb” to simplify their decision-making. Commonly used: availability bias, representativeness bias, and anchoring/adjustment bias.Heuristics or Biases Approach – Individuals use judgmental heuristics or “rules of thumb” to simplify their decision-making. Commonly used: availability bias, representativeness bias, and anchoring/adjustment bias.

23. © 2009 Jones and Bartlett Publishers Escalation of Commitment When an individual continues to allocate more resources to a losing proposition due (1) inability to admit to a mistake, or (2) framing heuristic.

24. © 2009 Jones and Bartlett Publishers Avoid Escalation of Commitment 1.Recognize that they may be biased toward escalation, 2.See escalation for what it is (i.e., an overcommitment to a strategy by defining failure ambiguously, or by ignoring others’ concerns), and 3.Avoid overcommitment by looking at the strategy from an outsider’s perspective.

25. © 2009 Jones and Bartlett Publishers Decision Style Model

26. © 2009 Jones and Bartlett Publishers Conflict Negotiation Models Negotiation is the process by which two or more parties decide what each will give and take in an exchange. Three major negotiation models: 1.Distributive (win-loss approach), 2.Integrative (win/win approach), and 3.Interactive (joint problem-solving approach)

27. © 2009 Jones and Bartlett Publishers End