Managing Stress

Work Stress
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint, or demand
related to what he or she desires and for which the
outcome is perceived to be both uncertain and important
Types of Stress
Challenge Stressors
Stress associated with workload, pressure to complete
tasks, and time urgency
Hindrance Stressors
Stress that keeps you from reaching your goals, such as
red tape
Cause greater harm than challenge stressors
Demands-Resources Model of Stress
Demands
Responsibilities, pressures, obligations, and
uncertainties in the workplace
Resources
Things within an individuals control that can be
used to resolve demands
Adequate resources help reduce the stressful
nature of demands
Model of Stress
 Individual Physiological
Differences Symptoms
Perception Headache
Environmental Job experience High Blood
Social support Pressure
Factors
Belief in Locus Heart Disease
Economic uncertainty
of Control
Political uncertainty
Self-efficacy
Technological changes
Hostility Psychological
Organizational Symptoms
Factors Anxiety
Task Demands Experienced Depression
Role Demands Stress Decreased Job
Interpersonal Demands Satisfaction

Personal Factors Behavioral

Task Demands
Symptoms
Role Demands
Low Productivity
Interpersonal Demands
Absenteeism
Turnover
 Potential Sources of Stress
Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical innovations
Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees
Personal Factors
Family and personal relationships
Economic problems from exceeding earning capacity
Personality problems arising from basic disposition
Consequences of Stress
Stressors are additive: high levels of stress can
lead to the following symptoms
Physiological
Blood pressure, headaches, stroke
Psychological
Dissatisfaction, tension, anxiety, irritability, boredom, and
procrastination
Greatest when roles are unclear in the presence of
conflicting demands
Behavioral
Changes in job behaviors, increased smoking or drinking,
different eating habits, rapid speech, fidgeting, sleep
disorders
Some other stressors
Group Stressors
Absence of Group Cohesiveness
Absence of support from other members
Conflicts related to the group
Individual Stressors
Role conflict and ambiguity
Type A characteristics
Locus of Control
Learned Helplessness
Self-Efficacy
Psychological Hardiness
Not All Stress Is Bad
Some level of stress
can increase
productivity
Too little or too
much stress will
reduce performance
This model is not
empirically
supported
Combating with Stress
Make time for leisure
Schedule priorities
Delegate tasks
One thing at a time
Understand ones body rhythm
Assertive communication: Learn to say NO
Identify the sources of stress
Managing Stress
Individual Approaches

Problem-focused strategies
Implementing time management
Seek help
Shift to another job
Emotion-focused
Increasing physical exercise
Relaxation training
Expanding social support network
Social support
Leisure management
Managing Stress
Organizational Approaches
Problem Focused
Improved personnel selection and job placement
Training
Use of realistic goal setting
Redesigning of jobs
Increased employee involvement
Managing Stress
Organizational Approaches
Emotion Focused
Improved organizational communication
Offering employee sabbaticals
Establishment of corporate wellness programs
Mentoring
Global Implications
Organizational Change
Culture varies peoples belief in the possibility of change
Time orientation will affect implementation of change
Reliance on tradition can increase resistance to change
Power distance can modify implementation methods
Idea champions act differently in different cultures

Stress
Job conditions that cause stress vary across cultures
Stress itself is bad for everyone
Having friends and family can reduce stress
Summary and Managerial Implications
Organizations and the individuals within them
must undergo dynamic change
Managers are change agents and modifiers of
organizational culture
Stress can be good or bad for employees
Despite possible improvements in job
performance caused by stress, such improvements
come at the cost of increased job dissatisfaction