1. Chapter 4: Stress Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. Learning Objectives After reading this chapter, you should be able to: »Define stress, stressors, and strains. »Identify and describe the two main categories of stressors. »Describe how individuals cope with stress. »Describe how the Type A Behavior Pattern influences the stress process. »Describe how social support influences the stress process. »Describe the effects that stress has on job performance and organizational commitment. 4-2

3. Stress Stress is defined as a psychological response to demands for which there is something at stake and coping with those demands taxes or exceeds a person’s capacity or resources. »The particular demands that cause people to experience stress are called stressors. »The negative consequences that occur when demands tax or exceed one’s capacity or resources are called strains. 4-3

4. Jobs Rated from Least Stressful (1) to Most Stressful (250) Least Stressful Jobs Stress Level Most Stressful Jobs Stress Level 2. Florist18.80245. Surgeon99.46 6. Appliance Repairer21.12246. Taxi Driver100.49 8. Librarian21.40248. Senior corporate exec 108.62 10. File clerk21.71249. Firefighter110.93 11. Piano tuner22.29250. U.S. President176.55 Adapted from Table 4-1 4-4

5. Discussion Questions Should the most stressful jobs also be paid the most? Why do you think this isn’t the case? How does the job you currently occupy rank on the stress scale? What aspects of that job are the most stressful? 4-5

6. Why Are Some Employees More “Stressed” than Others? When people first encounter stressors, the process of primary appraisal is triggered. Primary appraisal is triggered whereby people evaluate the significance and the meaning of the demands they are confronting. »First consider whether a demand causes them to feel stressed, and if it does, they consider the implications of the stressor in terms of their personal goals and overall well-being. Job demands that tend not to be appraised as stressful are called benign job demands. 4-6

7. Stressors and Their Appraisal Figure 4-1 4-7

8. Types of Stressors Hindrance stressors — stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment. »Tend to trigger negative emotions such as anger and anxiety. Challenge stressors — stressful demands that are perceived as opportunities for learning, growth, and achievement. »Often trigger positive emotions and enhance motivation. 4-8

9. Work Hindrance Stressors Role conflict refers to conflicting expectations that other people may have of us. »Call center operator Role ambiguity refers to the lack of information regarding what needs to be done in a role, as well as unpredictability regarding the consequences of performance in that role. »Students, new employees Role overload occurs when the number of demanding roles a person holds is so high that the person simply cannot perform some or all of the roles very effectively. 4-9

10. Work Hindrance Stressors, Cont’d Daily hassles reflects the relatively minor day- to-day demands that get in the way of accomplishing the things that we really want to accomplish. »Dealing with unnecessary paperwork, useless communications 4-10

11. Work Challenge Stressors Time pressure refers to a strong sense that the amount of time you have to do a task is just not quite enough. Work complexity refers to the degree to which the requirements of the work, in terms of knowledge, skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the work. 4-11

12. Work Challenge Stressors, Cont’d Work responsibility refers to the nature of the obligations that a person has to others. »Generally speaking, the level of responsibility in a job is higher when the number, scope, and importance of the obligations in that job are higher OB on Screen »Pushing Tin 4-12

13. Managing Stressors Job sharing is used to reduce role overload and foster work–life balance. »Job sharing does not mean splitting one job into two, but rather, two people share the responsibilities of a single job, as if the two people were a single performing unit. 4-13

14. How Do People Cope with Stressors? Secondary appraisal center on the issue of how people cope with the various stressors that they face. »Coping refers to the behaviors and thoughts that people use to manage both the stressful demands that they face and the emotions associated with those stressful demands. –Behavioral coping involves the set of physical activities that are used to deal with a stressful situation. –Cognitive coping refers to the thoughts that are involved in trying to deal with a stressful situation. 4-14

15. How Do People Cope with Stressors? Cont’d –Problem-focused coping refers to behaviors and cognitions intended to manage the stressful situation itself. –Emotion-focused coping refers to the various ways in which people manage their own emotional reactions to stressful demands. 4-15

16. Examples of Coping Strategies Table 4-2 4-16

17. General Adaptation Syndrome (GAS) GAS suggests that the body has a general set of responses that allow it to adapt and function effectively in the face of stressful demands. Alarm 1 Stage 1: Alarm Reaction Resistance to the stressor is temporarily lowered The stressor “sinks in” Immediately thereafter, the body activates several defense mechanisms to resist and counteract the stressor 4-17

18. GAS suggests that the body has a general set of responses that allow it to adapt and function effectively in the face of stressful demands. Alarm 1 Resistance 2 Stage 2: Resistance Increased arousal of the mind and body helps the person respond and adapt to the demand General Adaptation Syndrome (GAS) 4-18

19. GAS suggests that the body has a general set of responses that allow it to adapt and function effectively in the face of stressful demands. Alarm 1 Resistance 2 Exhaustion 3 Stage 3: Exhaustion Prolonged or repeated exposure to the stressor could cause the body to break down, and exhaustion and even death may occur. General Adaptation Syndrome (GAS) 4-19

20. General Adaptation Syndrome Figure 4-2 4-20

21. Strains Physiological strains »illness, high blood pressure, back pain, stomachaches Psychological strains »depression, anxiety, anger, hostility, irritability, inability to think clearly, forgetfulness Behavioral strains »grinding one’s teeth at night, being overly critical and bossy, excessive smoking, compulsive gum chewing These strains are likely to be a symptom of burnout, which refers to the emotional, mental, and physical exhaustion that results from having to cope with stressful demands on an ongoing basis. 4-21

22. Examples of Strain Figure 4-3 4-22

23. Managing Employee Strain Relaxation techniques »Progressive muscle relaxation, meditation, and miscellaneous calming activities like taking walks, writing in a journal, and deep breathing Cognitive–behavioral techniques »In general, these techniques attempt to help people appraise and cope with stressors in a more rational manner. Health and wellness programs »Smoking cessation programs, on-site fitness centers or fitness center memberships, and weight loss and nutrition programs 4-23

24. Accounting for Individuals in the Stress Process Type A Behavior Pattern »Have a strong sense of time urgency and tend to be impatient, hard-driving, competitive, controlling, aggressive, and even hostile. »May have a direct influence on the level of stressors that a person confronts. »Influences the stress process itself. »Directly linked to coronary heart disease and other physiological, psychological, and behavioral strains. 4-24

25. Discussion Questions Should companies go out of their way to hire or avoid Type A personalities? Would you prefer to be a part of a group consisting solely of Type A or Type B members? How might a mix help group functioning? 4-25

26. Accounting for Individuals in the Stress Process, Cont’d Social support refers to the help that people receive when they are confronted with stressful demands. »Instrumental support refers to the assistance people receive that can be used to address the stressful demand directly. »Emotional support refers to the help people receive in addressing the emotional distress that accompanies stressful demands. 4-26

27. How Important is Stress? Strains have a moderately negative effect on job performance. »Strains reduce the overall level of energy and attention that people could otherwise bring to their job duties. Strains have a strong negative effect on organizational commitment. »Strains are generally dissatisfying to people, and satisfaction has a strong impact on the degree to which people feel committed to their organization. 4-27

28. Effects of Strains on Performance and Commitment Figure 4-4 4-28

29. Takeaways Stress refers to the psychological response to demands when there is something at stake for the individual and coping with these demands would tax or exceed the individual’s capacity or resources. Stressors are the demands that cause the stress response, and strains are the negative consequences of the stress response. Stressors come in two general forms: challenge stressors, which are perceived as opportunities for growth and achievement, and hindrance stressors, which are perceived as hurdles to goal achievement. 4-29

30. Takeaways, Cont’d Coping with stress involves thoughts and behaviors that address one of two goals: addressing the stressful demand or decreasing the emotional discomfort associated with the demand. Individual differences in the Type A Behavior Pattern affect how people experience stress in three ways. Type A people tend to experience more stressors, appraise more demands as stressful, and be prone to experiencing more strains. Individual differences in social support influence the strength of the stress– strain relationship, such that more support acts as a buffer that prevents the onset of strain. 4-30

31. Takeaways, Cont’d Although the body tries to adapt to different sorts of stressors, along the lines of what is described by the general adaptation syndrome (GAS), over time, this adaptive response wears out the body, and exhaustion and collapse may occur. The resulting strain has a moderate negative relationship with job performance and a strong negative relationship with organizational commitment. 4-31