Prepared by Argie Butler, Texas A&M University ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly

Prepared by Argie Butler, Texas A&M UniversityPrepared by Argie Butler, Texas A&M University

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

13th Edition

Don Hellriegel & John W. Slocum, Jr.

Prepared by Argie Butler, Texas A&M UniversityPrepared by Argie Butler, Texas A&M University


Chapter 8

©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 8: PowerPoint 8.1

1. Explain the concept of and influences on creating stress

2. Identify the primary sources of work-related stressors

3. State the potential impacts of severe stress on health, performance, and job burnout

4. Describe how individual differences influence reactions to stressful situations

5. Apply individual and leader insights to the management of workplace stress

6. Explain four major types of workplace aggression


Learning Insights Difficulties, challenges and stresses due to extended

layoffs in a poor economy

Stress of a layoff may motivate search for new career options

Severe and extended stress may have adverse health impacts


65% said that workplace stress had caused physical and psychological difficulties

40% view their jobs as very or extremely stressful

48% said that excessive stress makes it hard for them to perform well on the job

14% had felt like striking a coworker in the past year, but didn’t


Stress: the excitement, feeling of anxiety, and/or physical tension that occurs when the demands placed on an individual are thought to exceed the person’s ability to cope

Fight-or-flight response: the biochemical and bodily changes that represent a natural reaction to an environmental stressor

Stress: the excitement, feeling of anxiety, and/or physical tension that occurs when the demands placed on an individual are thought to exceed the person’s ability to cope

Fight-or-flight response: the biochemical and bodily changes that represent a natural reaction to an environmental stressor


Stressorsfrom Work

and the Environment

Level ofStress

Experienced

•Perceptions•Past experiences•Social support• Individual differences

Influenced by the Individual’s


At some plants, we have six-weeks unpaid layoffs on a

rolling basis. A big concern for a lot of employees is “Am I

going to have a job?” This way, it’s a comfort to them—

like having six weeks off, and still having a job to come

back to. We’ve been doing this for two years now.

Employees feel like they have some sort of control, and

they almost always come back.

Stacy Guinn, HR Coordinator, Sherwin-Williams


Level ofStress

Experienced

WorkloadJob conditionsRole conflict and

ambiguityCareer

development Interpersonal

relationsWorkplace

aggressionConflict between

work and life roles

Work-Related Stressors

PerceptionsPast

experiencesSocial support Individual

differences

Influenced by the Employee

Chapter 8: PowerPoint 8.7


Learning Insights Adverse consequences of demeaning communications by

managers

Adverse consequences of snide comments thru e-mail by managers

Adverse consequences of public humiliation about others by managers


SevereWork

versus Family

Pressures

Creates Stresson the

Employee

Leads to Work-Family

Conflicts

Dissatisfaction Frustration Depression Other

Possible Results


Moderate Stress Events

Academic probation

Death of close friend

Major injury or illness

Parents’ divorce

Serious arguments with romantic partner

High Stress Events

Death of parent

Death of spouse

Divorce

Flunking out

Low Stress Events

Change in eating habits

Change in social activities

Conflict with instructor

Lower grades than expected


Physiological effects: Increased blood pressure, increased heart rate, sweating, hot and cold spells, etc.

Emotional effects: Anger, anxiety, depression, lowered self-esteem, etc.

Behavioral effects: Poor performance, absenteeism, high accident rates, high turnover rates, etc.


Health problems Coronary heart disease, back pain, headaches, etc.

Impact on the organization Increased health insurance costs and lost work days

Over 75% of industrial accidents are rooted in stress

Stress-related workers’ compensation claims


Adapted from Nixon, P. Stress: The human function curve. American Institute of Stress. www.stress.org (March 2007).

Hig

hLo

wP

erfo

rman

ce

Low HighArousal stress

Good Stress Distress

Fatigue

Comfortzone

Exhaustion

Ill health

Healthytension


JobBurnout

Constant pressureInsecurityCompetitionConflictEconomic problemsLonelinessOther

Working Conditions

Unfulfilled expectationsLack of meaningLack of controlOverworkPoor decisions

StressExhaustionFrustrationHelplessnessDepersonalization


Sense of urgency about time

Competitive, almost hostile orientation

Thinking about other things while talking to someone

Impatience with barriers to task accomplishment

Sense of guilt when relaxing or taking a vacation


Sense of personal control

Attribute one’s own behavior to internal causes

Commitment to their work and personal relationships

Change or potential threats seen as challenges and opportunities for growth


Learning Insights Continuous learning and preparation is vital for coping

with high stress crises

Trust in the leader is vital under crisis situations

A hardy personality matters in a crisis


Plan ahead and practice good time management

Exercise, diet, rest, and other health-related behaviors

Maintain a positive perspective and sense of humor

Balance work life and personal life

Learn relaxation techniques


Improvements in the physical work environment

Job design

Changes in workloads and deadlines

Changes in work schedules, more flexible hours, and sabbaticals

Increased employee participation


Team building

Career counseling and other employee assistance programs

Time management workshops

Job burnout workshops

Training in relaxation techniques



Hostility—abusive verbal or symbolic behaviors

Obstructionism—behavior that is designed to hamper the individual’s performance

Overt aggression—many types of assault, violence, and destruction of property


Hostile attribution bias—assumption that people tend to be motivated by the desire to harm others

Potency bias—assumption that interactions with others are contests to establish dominance versus submissiveness

Retribution bias—individuals think that taking revenge (retribution) is more important than preserving relationships


Derogation of target bias—individuals see those they wish to make (or have made) targets of aggressions as evil, immoral, or untrustworthy

Social discounting bias—individuals believe that social customs reflect free will and the opportunity to satisfy their own needs


Repeated and persistent negative actions directed towards one or more individuals that involve a perceived power imbalance and create a hostile work environment

Flaunts status or authority, condescending

Gives others the silent treatment

Insulting, yelling, shouting, rage

Verbal forms of sexual harassment

Talks about others behind their back


Speak directly to the bully

Tell a friend or colleague

Keep a diary of the specific behaviors and incidents

Discuss the bullying with your manager or other authority

File a formal complaint

Legal action, if all else fails


Ganging up by coworkers, subordinates, or superiors to force someone out of the workplace through rumor, intimidation, humiliation, discrediting, and/or isolation

Tyranny of the group


Recall discussion of it and harassment in Chapter 2

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature

Quick pro quo: submission to harassment is used as the basis for employment decisions

Hostile environment: creates an offensive working environment


Protection against retaliationProtection against retaliation

Definition of HarassmentDefinition of HarassmentPlus

Prohibition statementProhibition statement

Plus

Complaint procedureComplaint procedure

Plus

Disciplinary measuresDisciplinary measuresPlus


Tell person the behavior is offensive orally and, if necessary, in writing

Keep detailed record

Tell an appropriate “higher level” person and in writing

Use the employer’s procedures for sexual harassment

Last resort: go legal


Any act in which a person is abused, threatened, intimidated or assaulted and that represents an explicit or implicit challenge to the person’s safety, well-being or health at work

Any act in which a person is abused, threatened, intimidated or assaulted and that represents an explicit or implicit challenge to the person’s safety, well-being or health at work

Harm Model of Aggression Continuum

Harassment

Aggression

Rage

Mayhem


Violent and threatening behavior—violence

“Strange” behavior

Performance problems

Interpersonal problems: expressions of resentment

“At the end of his (or her) rope”



Ignore or be rude to customers

Blaming customer problems on higher management

Theft

Damaging or destroying equipment and facilities

Slacking, off, reduced commitment


1. Go to www.howtolayoffemployees.com. What suggestions are presented that help to reduce the stresses of being laid off?

2. What are the ethical implications for leaders who ignore the impacts of severe workplace stress on their employees?

3. Assume a leader is lacking in the diversity competency. How does this deficiency link to the severe workplace stress experienced by some or all employees?

4. Give an example of your use of the fight-or-flight response. In that situation, all things considered, was your response effective or ineffective?

1. Go to www.howtolayoffemployees.com. What suggestions are presented that help to reduce the stresses of being laid off?

2. What are the ethical implications for leaders who ignore the impacts of severe workplace stress on their employees?

3. Assume a leader is lacking in the diversity competency. How does this deficiency link to the severe workplace stress experienced by some or all employees?

4. Give an example of your use of the fight-or-flight response. In that situation, all things considered, was your response effective or ineffective?


5. Have you experienced or observed workplace incivility? If yes, what impacts, if any, did it have on you or others? Explain.

6. Review the Self-Competency feature entitled “Chesley Sullenberger III, Captain of US Airways Flight 1549.” Based on the descriptions of Sullenberger, what characteristics of the hardy personality are illustrated? Tie the specific comments about him to each of the characteristics identified.

7. Review the Change Competency feature entitled “Ortho-Clinical Diagnostics’ Wellness Program.” How does this program help reduce work stressors and modify behaviors?

5. Have you experienced or observed workplace incivility? If yes, what impacts, if any, did it have on you or others? Explain.

6. Review the Self-Competency feature entitled “Chesley Sullenberger III, Captain of US Airways Flight 1549.” Based on the descriptions of Sullenberger, what characteristics of the hardy personality are illustrated? Tie the specific comments about him to each of the characteristics identified.

7. Review the Change Competency feature entitled “Ortho-Clinical Diagnostics’ Wellness Program.” How does this program help reduce work stressors and modify behaviors?


8. Identify and list some of the stressors in a job that you have had. Which were the most difficult to deal with? Why?

9. How would others who know you assess you in comparison to (a) the Type A personality, (b) the Type B personality, and (c) the hardy personality? Explain.

10. Have you experienced or witnessed workplace bullying? If yes, did the organization’s leaders deal with it effectively? Explain.

11. Have you experienced or witnessed workplace violence? If yes, did the organization’s leaders deal with it effectively? Explain.

8. Identify and list some of the stressors in a job that you have had. Which were the most difficult to deal with? Why?

9. How would others who know you assess you in comparison to (a) the Type A personality, (b) the Type B personality, and (c) the hardy personality? Explain.

10. Have you experienced or witnessed workplace bullying? If yes, did the organization’s leaders deal with it effectively? Explain.

11. Have you experienced or witnessed workplace violence? If yes, did the organization’s leaders deal with it effectively? Explain.


1. Do your scores suggest that you need to take action to lower your stress level? If “yes,” what actions do you think would be most effective?

2. Of the seven competencies discussed in this book (communication, self, diversity, etc.), which three are likely to be most effective and important to you in managing your stress level? Explain.

1. Do your scores suggest that you need to take action to lower your stress level? If “yes,” what actions do you think would be most effective?

2. Of the seven competencies discussed in this book (communication, self, diversity, etc.), which three are likely to be most effective and important to you in managing your stress level? Explain.


1. Is the “fight-or-flight” response evident in this case? Explain.

2. What influences on the stress experience appear to be present?

3. What were the primary work-related stressors for Coleen Colombo and Sylvia Vega-Sutfin? Explain.

4. Do you think the lawsuit was warranted “rather than accepting arbitration”? Explain.

5. What defense mechanisms used by individuals to justify aggressive behaviors are evident? Explain.

Documents

Prepared by Argie Butler, Texas A&M University ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly