Stress V41

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Business 161ABusiness 161A

Stress

Chapter 8 Learning ObjectivesChapter 8 Learning Objectives

1. Define Stress

2. Understand Stress Causes

Statistics

Models

3. Examine Stressors

4. Discuss Managing Stress

5. Understand the Importance of Stress

Conceptual Framework of TextConceptual Framework of Text

Organizational

Mechanisms:Culture

Structure

GroupMechanisms:Leadership Styles

Power / Influence

Team Processes

Team Characteristics

Individual

Characteristics:Personality / Values

Ability

IndividualOutcomes:Job

Performance

Organizational

Commitment

Individual

Mechanisms:Job Satisfaction

Stress

Motivation

Trust, Justice &

Ethics

Learning & Decision

Making

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StressStress (continued)(continued)

Define Stress

psychological response to demandsthat posses certain stakes that tax or

exceed a persons capacity or resource.

process that results when one person

perceives that another person or group

is frustrating...


Would you work in a job that was very stressful but

paid very well, or if less stress were desirable would

you accept less pay.

Why?

What times of the semester are

particularly stressful for you?

How do they cope?

Causes of StressCauses of Stress

Sources of stress

What produces the most stress for you?

Rank (high, medium, low)

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Prereqs for stress!

Demands (you have)Demands (you have)

ConstraintsConstraints

The loss of something you

desire.

Things that prevent you from

doing something you want to.

ExamplesExamples Turn the page


You are fired the day before your first

child is to be born!

Or before your are to be married!

Or one day before your retirement is

effective!

Your company is downsizing!

Your not getting a raise this year!

External events that are beyond your control.External events that are beyond your control.

Create demands on you = stressors.Create demands on you = stressors.

Causes of Stress


SymptomsOf

Stress

Psychological

Behavioral

Physical

Changes in

metabolism,

increased

heart beat &

breathing

rates, blood

pressure,

headachesChanges in productivity,

absenteeism, job turnover,

eating habits, smoking, alcohol

consumption

Job-related dissatisfaction,

tension, anxiety, boredom,

& procrastination

Causes of Stress (continued)

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Physical

Psychological

Our

Appraisal

Threatening

Beyond

Control

Stress

Affect

Physical

Behavioral

Psychological

PhysicalPhysical

Ailments

Reduce JobReduce Job

PerformancePerformance

Emotional

Ailments

StressorStressor StressStress StrainStrainResultResult



On the Job:Experience stress if it includes

Making Decisions Constantly monitoring Devices

Frequently exchanging information with

another employee(s)

Working in unpleasant working conditions

Performing unstructured tasks

Role ambiguity not sure what is expected

Role conflict cannot satisfy multiple, sometimes,

conflicting demandsCareer Development moving to fast


StressStress (continued)(continued)Stress scoresStress scores

US President - 177

Firefighter - 111

Air Traffic Controller - 83Surgeon - 99

Senior Executives - 109

Advertising Account Exec - 75

Public Relations Exec - 79

Stockbroker - 73

Real Estate Agent - 73

Pilot - 69 Lawyer - 64Architect - 67

Insurance Agent - 63 College Professor - 54Auto Salesperson - 56

Market Research - 42 Personnel Recruiter- 42 Economist - 39

Accountant - 31 Actuary - 20

Source: Greenberg & Baron, Behavior in Organizations, 2003

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Business Week, July 16, 2001.

45%Must multi-task too much

56%Dont have time to complete tasks

59%Less time for reflection

55%Are overwhelmed by workload

54%Feel overworked


A Model of OB Stress

Potential Sources Individual DifferencesIndividual Differences

Environmental

Factor

Organizational

Factors

Consequences

ExperienceExperience

StressStressIndividual

Factors

Perception

Job Experience

Focus

Psychological

Symptoms

Physiological

Symptoms

Behavioral

SymptomsSource: S.P. Robbins, Organizational Behavior

Stressors


Model of Stressors, Stress and Outcomes

Individual Level

Group Level

Organizational

Level

Nonwork

Stress

Outcomes

Physiological

Cognitive

Behavioral

Moderators

Individual differences:

Heredity, sex, age, Type A

personality traits

Cognitive

Appraisal

Problem

Or

Emotion

Focused

Coping

J,Ivancev ich, OrganizationalBehavior, 2008

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Underload Overload Continuum

Boredom

Decreased motivation

Absenteeism

Apathy

J,Ivancevich, OrganizationalBehavior, 2008

Low

Performance

Low

Performance

OptimalPerformance

Underload Overload

Insomnia

Irritability

Increased errors

Indecisiveness

High motivation

High energy

Sharp perception

Calmness



Other causes of stress in our lives?

Personalities of people / employeesPersonalities of people / employees

Interpersonal FactorsInterpersonal Factors

Type A vs. B

Changes in our lives (Vecchio)Demographics

Envy / JealousyWorkplace romances

Organizational FactorsOrganizational FactorsResponsibilityWork ConditionsRolesWork scheduleTo much to do within

allotted time.

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Stress

Insomnia

Fatigue

Poor work

Stress Continuum

StressorsStressors

Stres

s

The Stress Filled Life of a Manager

Deadlines & Schedule

Getting results

from staffNeed to make changes

Looking good to superiors Staying within budget

StressorsStressors (continued)(continued)

Common Examples of Desk Rage

Witnesses yelling or verbal abuse 42%

Saw physical

Violence 10%

Yelling at co-workers 29%

Witnessed damaging of

company assets 14%

Cried over work

related issues 23%

Hit co-

worker 2%Source: Greenberg & Baron, Behavior in Organizations, 2003

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How do we react to stress?

PhysicalPhysical

Alcoholism & DrugsAlcoholism & Drugs

UlcersHeart related

WithdrawDepression

Absent, Turnover,Absent, Turnover,

DissatisfactionDissatisfaction

ViolenceViolence

Mass Psychogenic IllnessMass Psychogenic Illness

BurnoutBurnout

DrainedDrained

Used upUsed up

Burnout



Emotional

Exhaustion

Desperation

Reduced Personal

Accomplishment

Intense &

prolonged

work related

stress

Lowered

performance

& other

negative effects


2008 2009

Environmental:-Economic uncertainty

-Political uncertainty

-Technological uncertainty

Potential SourcesOrganizational:-Task demands

-Role demands

-Interpersonal demands

-Organizational structure-Organizational leadership

-Organizational ethics

Individual:-Family problems

-Economic problems

Group:-Interaction

-Low Cohesiveness

Extra Organizational:-Life changes

-Relocating a family

-Family crisis

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- Perception

- Job experience

- Social support

- Belief in locus of control

- Self-assurance

- Hostility

Individual Difference


Physiological symptoms:-Headaches

-High blood pressure

-Heart disease

Consequences

Psychological symptoms:-Anxiety

-Depression

-Decrease in job satisfaction

Behavioral symptoms:-Productivity

-Absenteeism

-Turnover


Emotional Exhaustion:

-Feel drained by work-Feel fatigued in the morning

-Frustrated

Burnout Indicators

Depersonalization:

-Calloused by the job

-Treat others like objects

-Do not care what happens to

other people

-Feel other people blame you

Low Personal Accomplishment:-Cannot deal with problems effectively

-Do not have a positive influence on others

-Cannot understand others problems

-No longer feel exhilarated by your job J,Ivancev ich, OrganizationalBehavior, 2008

Physiological process brought on by unrelieved work stress...

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Managing StressManaging Stress

Manage Time

Daily Prioritized List

Semester Plan

Non competitive physical exercise

Relaxing Techniques

Meditation

Rest

Classical Music

Managing StressManaging Stress (continued)(continued)

General Adaptation Syndrome Hans Selye

Ability

To

Cope

Time

Normal

State

High

Low

Stage 1

Alarm reaction

Stage 2

Resistance

Stage 3

Exhaustion


Stressors:

Anticipation

Encounter

Time

Situation

Reactions:

Physiological

Psychological

Experiencing Stress

Managing Stress

Resiliency:

Physical

Mental

Social

Enactive Strategies Proactive Strategies Reactive Strategies

ImmediateModerate timeLong time

ReactiveProactiveEnactive

Short termLong termPermanent

Learn temp coping

mechanism

Develop resiliency

strategies

Eliminate stressorPurpose

Effects

Approach

Time Reqd.

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Perform as Time

Permits

(filing)

Time Management

Perform as

schedules

(complete reports)

Perform

immediately

(emergency)

Lowest Priority Highest Priority

Routine

Tasks

Important, but not

urgent tasks

Important and

urgent tasks


Prevention

PrimaryEliminate stressor,

Radical change in

organization

SecondaryTake steps to avoid

problems caused

by stressors (stay

physically fit)

TertiaryTreat symptoms

caused by stress

(physician treatillness)

Importance of StressImportance of Stress

Hindrance Stressor

Hindrance

Stressors

Job

Performance

Hindrance

StressorsOrganizational

Commitment

Weak Negative Affect

Strong Negative Affect

Tend to have lower performance

Have lower levels of commitment

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Importance of StressImportance of Stress (continued)(continued)

Challenge Stressors

Challenge

Stressors

Job

Performance

Challenge

StressorsOrganizational

Commitment

Weak Positive Affect

Moderate Positive Affect


Stress and Job Performance

Source: S.P. Robbins, Organizational Behavior

P

E

F

O

R

M

A

N

C

E

Stress

High

LowHighLow


Supportive Organizational Practices

11%1%0%Co supported child care center

13%3%1%On site child care

28%20%8%Location Program

24%18%14%Full Time Telecommuting

18%25%43%Bring child to work

41%30%27%Compressed work week43%43%36%Some Telecommuting

56%56%57%Flextime

LargeMed.SmallPractice

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Stress V41