Organisational Stress
U.KALPANADEVI II –MBAMICHAEL INSTITUTE OF MANAGEMENT-
MADURAI
Gholipour A. 2005. Organizational Behavior. University of Tehran.
What is Stress?
An adaptive response to a
situation that is perceived
as challenging or
threatening to the
person’s well-being
.
“An adaptive response to an external situation that results in physical,psychological and/or behavioural deviations for an organisational participants.” (Fred Luthans)
Definition of Stress
Key Definitions
Stressor – environmental conditions that cause individuals to experience stress
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.
Job strain – function of workplace demands and the control an individual has in meeting those demands.
Hans Selye
What Are Your Major Work and Life Stressors?
WORK
HEALTH
FAMILYFINANCIAL
OTHER
Signs of Stress1. You feel irritable.
2. You have sleeping difficulties.
3. You do not get any joy out of life.
4. Your appetite is disturbed.
5. You have relationship problems and have a difficult time getting along with people.
Workplace Stress Defined
Stress Job Stress
Acute
Chronic
Adapted from Exhibit 7-1: Some Stress-Related Conditions
Acute
Chronic
Alertness andExcitement
Increase in Energy
Uneasinessand Worry
Feelings ofSadness
Loss ofAppetite
Immune SystemSuppression
IncreasedMetabolism
Diabetes
High BloodPressure
Loss ofSex Drive
LoweredResistance
Anxiety andPanic Attacks
Depression
EatingDisturbances
Irritability
Stress Response
An unconscious mobilization of energy resources that occurs when the body encounters a stressor.
Two Models of Workplace Stress
Demand-ControlModel
Effort-RewardImbalance
Model
Demand-Control Model
Passive
Active(EUSTRESS)
High Strain(DYSTRESS)
Low Strain
Job Demands
Job
Co
ntr
ol High
Low
HighLow
Adapted from Exhibit 7-2: The Demand-Control Model of Workplace Stress
Effort-Reward Imbalance Model
Adapted from Exhibit 7-3: The Effort-Reward Imbalance Model of Workplace Stress
OvercommitmentOvercommitment
High EffortHigh Effort Low RewardLow Reward
DemandsObligations
DemandsObligations
PayEsteem
PayEsteem
Role Conflict
A situation in which different roles lead to conflicting expectations
ManagerialAdvice
Restoring and Maintaining Work-Life Balance• Focus on what is truly important.• Take advantage of work-related options.• Protect non-work time.• Manage your personal time.• Set aside specific time each
week for recreation.
Thoughts?
Work-Related Stressors
Role Ambiguity
WorkOverload
Occupation
ResourceInadequacy
WorkingConditions
Management Style
Monitoring
Jobinsecurity
Type A vs.Type B
Personality
Self-Esteem
Hardiness
Gender
Individual Influences on Experiencing Stress
Consequences of Stress
IndividualIndividual OrganizationalOrganizational
Individual Consequences of Stress
Stress
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
Organizational Consequences of Stress
Adapted from Exhibit 7-4: Managerial Costs of Job Stress
• Total U.S. corporate profits in 2006 – $897.6 billion• Entire U.S. gross domestic product (the market value of
the nation’s goods and services) was approximately $13,246 billion in 2006
Some perspective:
Estimated cost to American industry of job stress $200 billion per year
• Absenteeism• Diminished productivity• Compensation claims
• Health insurance• Direct medical
expenses
Causes of Work Stress
InterpersonalDemands• Group pressures
• Leadership styles
• Conflictingpersonalities
Task Demands• Quick decisions
• Critical decisions
• Incomplete informa-
tion for decisions
Physical Demands• Temperature extremes
• Poorly designed office
• Threats to health
Role Demands• Role ambiguity
• Role conflict
OrganizationalStressors
Organizational Stress Management• Increase individuals’ autonomy and control• Ensure that individuals are compensated properly• Maintain job demands/requirements at healthy levels• Ensure that associates have adequate skills to keep up-to-
date with technical changes in the workplace• Increase associate involvement in important decision making • Improve physical working conditions• Provide for job security and career development• Provide healthy work schedules• Improve communication to help avoid uncertainty and
ambiguity
Individual Stress Management• Find jobs that provide a personally acceptable balance
between demands and control and between effort required and rewards.
• Redesign a dysfunctional job.• Follow the tactics presented in the Managerial Advice
feature.• Develop healthy ways of coping.
Exercise Proper Diet
SupportNetwork
RelaxationTechniques
Individual Stress Management• Exercise regularly• Practice healthy habits• Be realistic• Use systematic relaxation• Meditate• Develop and use planning
skills• Simplify your life – Delegate• Take one thing at a time
• Avoid unnecessary competition
• Recognize and accept personal limits
• Develop social support networks
• Focus on enjoying what you do• Go easy with criticism• Take time off
APPROACHES TO PREVENTIVE STRESS MANAGEMENT
Modify the Stressor Change Your Perception or Belief About the
Stressor
Change Your Reaction to the Stressor
Practice Stress Inoculation Behaviors
Coping with Stress: Relaxation
Mental Relaxation◦ Meditation◦ Breathing Exercises◦ Visualization◦ Self-Hypnosis
Physical Relaxation Stretching Progressive
Relaxation Yoga Massage
Coping with Stress: Meditation
1. Choose a quiet environment that is not too brightly lit. Allow yourself 5 minutes at first and gradually work up to 20 minutes.
2. Sit upright with your spine erect….feet should be flat on the ground with your hands resting in your lap. Close your eyes and keep your body still.
3. Start with some deep breathing: inhale and exhale deeply, letting all your breath out. Pause, then inhale letting the breath flow naturally using your abdomen muscles.
4. Now allow your breathing to become natural and slow….as you exhale count “one.” Continue counting, each time you exhale. If thoughts enter your mind and your forget to count, simply notice and dismiss the thoughts. Do the same with sounds and bodily sensations—simply notice and dismiss them.
5. If you wish to time yourself, use a non-ticking timer…When you are done, rock, gently back and forth before slowly getting up. Practice at least once daily.
Coping with Stress: Visualization
Create Your DaydreamPicture a scene in which you are perfectly relaxed….. Perhaps you are lying at the beach on a warm breezy day….Continue to visualize this scene, noticing the warmth of the sun on your body, feeling more relaxed, while your breathing becomes slow and rhythmic.
You feel the warmth of the sun on your arms, legs, and face….how it totally relaxes and soothes all of your muscles…you actually can feel beads of perspiration form and your fingers and hands swell slightly as you continue to slow down your breathing and feel relaxed and calm…..Focus on the sounds of the waves crashing at the beach and feel the slight breeze of the wind on your face as you continue feeling calm, comfortable and very relaxed…slowly open your eyes….Practice this visualization when you experience stress and anxiety.
Traditional view◦ Stress the responsibility of the individual
Organisational view◦ Employers and employees have a responsibility to
address work-related stress
Managing Stress in the Workplace
Employee assistance programmes, Wellness programmes, Less controls, Flat structures, Employee empowerment, and Stress management training. etc…..,
Organisational coping strtegies..,
Work/Family Balance
More and more people in the workforce are putting emphasis on family as an important priority
Over 70% of workers do not think there is a healthy balance between work and family
Increasingly employees are exploring new careers because of the inability to manage work and family stressors
Steps to Risk Assessment
Step 1: Identify Hazards
What might cause harm?
Step 2: Evaluate Harm
Who couldbe harmed,
and how?
Step 3 (b): Introduce controlsWhat can we do to reduce the risk
that hazards will cause harm?
Step 3 (a): Evaluate Risks
How likely is it that the hazard couldcause harm?
Step 4 & 5 - Record and Re-Assess
1. Planning and Consultation
2. Data Collection Qualitative methods e.g. interviews, focus groups, Stress DiariesQuantitative methods e.g. structured surveys, StressTools
3. Data Analysis
4. Feedback and Action Planning
Stress Risk Assessment Process
Stress is a messenger – listen to it Pressures are challenges- increase copings Meet,greet and beat your stress successfully, Don’t worry of the future, Don’t feel ego Life is short – Try to ENJOY Manage your time properly, Think positively=positive attitudes Think from others’ point of view Develop “Can do Attitude” Discuss / Share with others Develop hobbies like painting,dancing &
singing. etc…..,
Golden Principles of Stress-Free Living
Workload Job Insecurity Teamworking Performance
feedback Training &
development Hours of work
Job design Management support Tools and equipment Communication Role ambiguity Skill under-utilisation Work-life balance Effort-reward imbalance
StressTools14 Management Standards Providing Guidance on How to Prevent Work-related Stressors
Toxin HandlersThe following behaviors are necessary for handling the pain, strain, and stress of others:
• Read your own and others’ emotional cues and understand their impact
• Keep people connected• Empathize with those who are in pain• Act to alleviate the suffering of others• Mobilize people to deal with their pain and get their lives back on
track• Create an environment where compassionate behavior toward
others is encouraged and rewarded
Wellness ProgramsEstimate suggests J&J’s program has saved the company $22.4 million per year. The initiative has several goals:• 91% of employees will be tobacco free• 90% of employees will have blood pressure of 140/90 or better• 85% of employees will have a total cholesterol below 240• 75% of employees will be physically active, define as 30
minutes of activity three or more times each week• 60% of employees will be trained in resilience/stress
management
Questions
FINALLY…..