Class: Business Leadership and Organizational Behavior Lecture: Stress Craig W. Fontaine, Ph.D. Spring, 2015.

Class:

Business Leadership and Organizational Behavior

Class:

Business Leadership and Organizational Behavior

Lecture:

Stress

Craig W. Fontaine, Ph.D.

Spring, 2015

What is Stress?What is Stress?

Stress refers to a psychological or physiological state that results when certain features in of an individual’s environment, called stressors, create discomfort, anxiety, or feelings of being overwhelmed.

BehavioralBehavioral

PsychologicalPsychological

Work performance, accidents, absenteeism, aggression, poor decisions

Dissatisfaction, moodiness, depression, emotional fatigue

PhysiologicalPhysiologicalCardiovascular disease, hypertension, headaches

Consequences of StressConsequences of Stress

• Effects of stress have been estimated to cost more than $300 billion dollars a year for organizations:

Detailed Consequences of StressDetailed Consequences of Stress

StressStress

Psychological

• Anxiety

• Depression

• Low self-esteem

• Sleeplessness

• Frustration

• Family problems

• Burnout Behavioral

• Excessive smoking

• Substance abuse

• Accident proneness

• Appetite disorders

• Violence

Physiological

• High blood pressure

• Muscle tension

• Headaches

• Ulcers, skin diseases

• Impaired immune systems

• Musculoskeletal disorders

• Heart disease

• Cancer

Interesting FactsInteresting Facts

• Work absences attributed to stress have tripled over the past 10 years

• More than 62% of the time when workers called in “sick,” they were not really “sick” (Mental Health Day)

• Most heart attacks occur on Monday’s and least occurred on Friday’s

• Measuring Stress:• Paper and pencil test(s)

• Holmes and Rahe life events scale• Physiological measurements

• Catecholmine excretiono Epinephrineo Norepinephrine

Measuring StressMeasuring Stress

Stage 1Alarm Reaction

Stage 2Resistance

Stage 3Exhaustion

NormalLevel of

Resistance

General Adaptation SyndromeGeneral Adaptation Syndrome

Occupational Stress ModelOccupational Stress Model

Interpersonal StressorsInterpersonal Stressors

• Considered the most common group of workplace stressors

• Include:– Team dynamics– Organizational politics– Bad bosses– Workplace violence– Psychological and sexual harassment

Role-Related StressorsRole-Related Stressors

• Role conflict• Incongruity or incompatibility of expectations

associated with the person’s role• Occurs when two roles conflict with each other• Occurs when personal values conflict with work

roles

• Role ambiguity• Uncertain task and social expectations

Task Control StressorsTask Control Stressors

• Stress increases when employees lack control over:• How and when tasks are performed• Pace of work activity

• Low task control is a higher stressor when job also has high responsibility!

Organizational & Physical StressorsOrganizational & Physical Stressors

• Organizational• Most prevalent is downsizing, which affects

layoff survivors• reduced job security• chaos of change• additional workloads• guilt of having a job as others lose theirs

• Task Overload (speed stress and load stress)• Physical Environment

– Due to excessive noise, poor lighting and hazards

Technology Induced StressTechnology Induced Stress

Nick Salaysay (shown in photo) admits that his work routinely gets mixed in with his personal time. “I have a BlackBerry, so I check my e-mail a lot when I'm supposed to be on vacation," says the corporate lawyer. Research indicates that when electronic devices spill work into home life, they increase the risk of strain-based stress.

Calgary Herald/Mikael Kjellstrom

Time-based StressorsTime-based Stressors

• Time-based conflict• Due to business travel, inflexible

and/or rotating work schedules• For women -- still do most

household chores

WorkaholismWorkaholism

• Work addicts (classic workaholics)• Highly involved in work• High drive to succeed• Low enjoyment of work• Have “Type A” behavior pattern -- impatient,

competitive, temper, interrupts others

• Enthusiastic workaholics• Highly involved in work, high drive to succeed,

and high enjoyment of work

• Work enthusiasts– High work involvement and work enjoyment, but

LOW drive to succeed

Gender and Occupational StressGender and Occupational Stress

• Stressors that particularly affect women include:– Career blocks– Sexual harassment– Male-dominated climate– Performance pressure– Gender stereotyping– Isolation– Lack of role models

BurnoutBurnout

• Adverse stress reaction to work with psychological, psychophysiological, and behavioral components

• Symptoms include:– Diminished sense of humor– Skipping rest and meals– Increased overtime/no vacation– Increased physical complaints– Social withdrawal– Changed job performance– Self-medication– Internal changes

Five Stages of BurnoutFive Stages of Burnout

• Stage 1: The honeymoon- satisfied with job• Stage 2: Fuel shortage- fatigue sets in • Stage 3: Chronic symptoms- exhaustion/disease/anger• Stage 4: Crisis- illness, absenteeism, relationship issues• Stage 5: Hitting the wall- physical/psychological, can be

life threatening.

© Photodisc. With permission.

Individual Differences in StressIndividual Differences in Stress

1. Different threshold levels of resistance to stressor

2. Use different stress coping strategies

3. Perceive the situation differently– Knowledge and skill– Natural optimism and

confidence (resilience)

Key Definitions (Selye)Key Definitions (Selye)

Eustress – positive stress that results from meeting challenges and difficulties with the expectation of achievement

Dystress – negative stress; often referred to simply as stress. Often results in overload.

.

Hans Selye

Individual Differences: ResilienceIndividual Differences: Resilience

Capability of individuals to cope successfully in the face of significant change, adversity, or risk•Personality traits

• Extroversion, low neuroticism, internal locus of control, high tolerance of change, and high self-esteem

•Adaptability to stressors• High emotional intelligence• Good problem-solving skills• Productive coping strategies

•Inner strength/sense of purpose• Workplace spirituality

Stress Management StrategiesStress Management Strategies

Remove the StressorRemove the Stressor

• Stress audits -- investigate sources of stress• Change corporate culture and reward system• Provide environment that supports empowerment• Person-job matching• Work-life balance initiatives

Work-Life BalanceWork-Life Balance

• Flexible work time

• Job sharing

• Teleworking

• Personal leave

• Childcare support

Withdraw from the StressorWithdraw from the Stressor

• Permanent withdrawal• Remove employees from

jobs not aligned with their competencies

• Temporary withdrawal– Coffee/lunch breaks

– Karaoke breaks (photo)

– SabbaticalsCourtesy of Liggett Stashower, Inc.

Other Stress Mgt StrategiesOther Stress Mgt Strategies

• Change stress perceptions• Self-confidence, self-leadership

• Control stress consequences• Relaxation and meditation• Fitness and wellness programs

• Social support– Emotional and informational

Psychological Stress Experiment (Fontaine, 1979)Psychological Stress Experiment (Fontaine, 1979)

Experimental Protocol

Experimental DesignExperimental Design

3x2 Repeated Measures Design (Stress level/Gender)– Each subject was exposed to three distinct levels of

psychological stress:• Control condition (No Stress)• Normal Stress• Extreme Stress

Physiological Stress Measured Performance Measured

Subjects entered through this Door!

Inside the room were several

chambers and a work area

Subject’s Work Area

Apparatus

• Monitor bunny chambers (T.V.’s),

• Monitor environmental levels

• Monitor “Alert” box

TASK

Normal Stress Situation

• Environmental Meters look fine

• No system alert/failure indicators

• Bunnies are alert

Extreme Stress Situation

• Meters off normal

• Failure box alerts

• Bunnies “in trouble”

Physiological Response to Stress

Stress - Performance Interaction