Chapter 2.6: Work-Related Stress and Stress Management

Chapter 2.6:Work-Related Stress and Stress ManagementLearning Objectives: Define stressor.Explain the cause of stress. Explain the individual differences in stress.Explain the consequences of stress.Discuss the stress management strategies. What are Stressors?Stressors are the causes of stress -- any environmental condition that places a physical or emotional demand on the person.

Interpersonal StressorsConsidered the most common group of workplace stressorsInclude:Team dynamicsOrganizational politicsBad bossesWorkplace violencePsychological and sexual harassmentPsychological HarassmentRepeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee

Sexual HarassmentUnwelcome conduct -- detrimental effect on work environment or job performanceQuid pro quoemployment or job performance is conditional on unwanted sexual relationsHostile work environmentan intimidating, hostile, or offensive working environmentMinimizing HarassmentDevelop policies and culture of a more respectful workplaceScreen job applicants for past incidents where they have harassed othersUse multi-source (360-degree) feedback to identify harassing behaviorDevelop a trustworthy conflict resolution processRole-Related StressorsRole conflictIncongruity or incompatibility of expectations associated with the persons roleOccurs when two roles conflict with each otherOccurs when personal values conflict with work rolesRole ambiguityuncertain task and social expectationsWork overloadincreased hours and intensityTask Control StressorsStress increases when employees lack control over:How and when tasks are performedPace of work activityLow task control is a higher stressor when job also has high responsibilityOrganizational & Physical Environment StressorsOrganizationalMost prevalent is downsizing, which affects layoff survivorsreduced job securitychaos of changeadditional workloadsguilt of having a job as others lose theirsPhysical EnvironmentDue to excessive noise, poor lighting and hazards

Work-Nonwork StressorsTime-based conflictdue to business travel, inflexible and/or rotating work schedulesfor women -- still do most household choresStrain-based conflict work stress affects home, and vice versaRole behavior conflict incompatible work and family roles

AccountantArtistCar MechanicForest RangerLow-StressOccupationsHigh-StressOccupationsHospital managerDoctor (GP)PsychologistSchool principalPresidentPrison officerTeacherNurseStress and OccupationsMedium-StressOccupations

Individual Differences in StressDifferent threshold levels of resistance to stressorUse different stress coping strategiesPerceive the situation differentlyKnowledge and skillNatural optimism and confidence (resilience)Individual Differences: ResilienceCapability of individuals to cope successfully in the face of significant change, adversity, or riskPersonality traitsextroversion, low neuroticism, internal locus of control, high tolerance of change, and high self-esteemAdaptability to stressorshigh emotional intelligencegood problem-solving skillsproductive coping strategiesInner strength/sense of purposeWorkplace spiritualityWorkaholismWork addicts (classic workaholics)Highly involved in workHigh drive to succeedLow enjoyment of workHave Type A behavior pattern -- impatient, competitive, temper, interrupts othersEnthusiastic workaholicsHighly involved in work, high drive to succeed, and high enjoyment of workWork enthusiastsHigh work involvement and work enjoyment, but LOW drive to succeedConsequences of StressCynicismReduced EfficacyPhysiological,psychological,and behavioralconsequencesEmotionalExhaustionInterpersonal andRole-Related StressorsJob Burnout ProcessStress Management StrategiesRemove the StressorWithdraw from the StressorChange Stress PerceptionsReceive Social SupportControl Stress ConsequencesStress Management StrategiesRemove the StressorStress audits -- investigate sources of stressChange corporate culture and reward systemProvide environment that supports empowermentPerson-job matchingWork-life balance initiativesWork-Life BalanceFlexible work timeJob sharing TeleworkingPersonal leaveChildcare support

Withdraw from the StressorPermanent withdrawalRemove employees from jobs not aligned with their competenciesTemporary withdrawalCoffee/lunch breaksKaraoke breaks (photo)SabbaticalsOther Stress Management StrategiesChange stress perceptionsSelf-confidence, self-leadershipControl stress consequencesRelaxation and meditationFitness and wellness programsSocial supportEmotional and informationalExercises: Define stressor.Explain the cause of stress. Explain the individual differences in stress.Explain the consequences of stress.Discuss the stress management strategies.

References Steven McShane, Mary Ann Von (2014) Management: Organizational Behaviour. Mc Graw Hill. 2nd EditionChampoux, J. E. (2006). Organisational behaviour: Integrating individuals, groups and organisations.(3rd ed.). Mason, Ohio: Thomson/South-Western. George, J. M., & Jones, G. R. (2005). Understanding and managing organisational behaviour (4th ed.). Upper Saddle River, New Jersey: Prentice Hall.