manajemen stress di tempat kerja chapter 10 mata kuliah: j0754 - pengelolaan organisasi...
TRANSCRIPT
Manajemen Stress di Tempat Kerja
Chapter 10
Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009
Learning Objectives– Describe the components of an organizational stress
model– Distinguish among categories of stressors– Explain the effects of stress on health– Identify the relationship between stress and social
support– Explain the difference between stress and social support– Describe the objectives of individual and organizational
wellness approaches
Work-Life Balance• In the past, only the salaried elite enjoyed
work/family balance programs– Demographics indicate a rising need and demand for
child and elder care programs
• The work and personal lives of employees are interconnected– People compensate for low work- or personal-life
satisfaction by seeking satisfying activities in the other domain
What is Stress?• Feeling tense, anxious, or worried
– For an action, situation, or event to result in stress, it must be perceived as a threat, challenge, or harm
• A stressor…– Any potentially harmful or
threatening external eventor situation
Sources of Modern Day Stress
– Work overload– Nagging boss– Computer problems– Time deadlines– Poorly designed jobs– Marriage problems– Financial problems– Mergers
Child and/or elder care
Downsizing Health issues Terrorism Difficult coworkers Increasing pace of change
Work Stressors: Individual Level
If there are no perceived consequences, there is no potential for stress
Causes of Individual Stress Levels• Factors that determine whether an experience is
likely to result in stress:– Importance– Uncertainty – Duration
Model of Organizational Stress
Stress
Individual Differences
Stressors Outcomes
Group
Organizational
Non-work
Behavioral
Cognitive
Physiological
Individual
Work Stressors: Individual• Role Conflict
– Compliance with one set of expectations conflicts with compliance with another set of expectations
• Qualitative Overload– Lacking the ability to complete a job or feeling that
performance standards are too high
• Quantitative Overload– Having too many things to do or insufficient time to
complete a job
Underload-Overload Continuum
Hardiness• People with a “hardiness” trait
– Believe they can control the events they encounter– Are extremely committed to the activities in their lives– Treat change as a challenge
• The greater the hardiness trait, the lower the impact of stress on health
Group and Organizational Stressors• Important organizational stressors
– Participation– Intra- and intergroup relationships– Organizational politics– Organizational culture– Lack of performance feedback– Inadequate career opportunities– Downsizing
Nonwork Stressors
Elder & child care
Economy
Lack of mobility
Volunteer Work
Quality of Life
Stress Outcomes• Stress outcomes are greatly influenced by type of
employment– White-collar professionals report fewer negative stress
consequences than do blue-collar workers
• In all jobs, whether white- or blue-collar, stress negatively affects performance
Individual Stress OutcomesPsychologicalConsequences
PhysiologicalConsequences
• Anxiety
• Frustration
• Apathy
• Lowered self-esteem
• Aggression
• Depression
• Increased heart rate
• Elevated blood pressure
• Sweating
• Hot and cold flashes
• Higher blood glucose levels
• Elevated stomach acid production
Individual Stress Outcomes• Burnout is a psychological process
that results from unrelieved work stress – Emotional exhaustion– Depersonalization– Feelings of decreased
accomplishment
Consequences of BurnoutEmotional
Exhaustion DepersonalizationLow Personal
Accomplishment
Feels drained by work
Has become calloused by job
Can’t deal with problems effectively
Fatigued in the morning
Treats others like objects
No positive influence on others
FrustratedDoesn’t care what happens to others
Can’t understand or identify with
others’ problems
Doesn’t want to work with others
Feels others blame them
No longer excited by the job
Organizational Consequences• Stress costs organizations money
– Poorer decision making– Decreased creativity– Mental and physical health problems– Turnover– Sabotage– Increased insurance
premiums
Stress Moderators: Personality• Big Five Model personality traits that moderate
stress– Extroversion– Emotional stability – Agreeableness– Conscientiousness– Openness to Experience
Stress Moderators: Personality• Locus of control
– “Internals” believe they are in control of the events that shape their lives
– “Externals” feel that control is external to them
• Self-efficacy– Confidence in one’s abilities– Sees potential stressors as challenges and opportunities
Stress Moderators: Type A Behavior• Persons with Type A behavior
– In a chronic struggle to get as much done as possible in the shortest time period
– Aggressive, ambitious, competitive, forceful, impatient– Speak explosively and rush others
to finish what they are saying– Work oriented, preoccupied with deadlines– Always struggling with people, things, events
Stress Moderators: Social Support• Social support
– The comfort, assistance, or information one receives through formal or informal contacts with individuals or groups
• Commonly takes the form of..– Emotional support– Appraisal support– Informational support
Stress Prevention & Management• Targeted, corrective programs include
– Teaching employees to cope with stress– Redesigning work to minimize stressors– A supportive, coaching management style– More flexible work hours– Paying more attention to work/life balance– Better communication and team-building – Better feedback on worker performance and
management expectations
Stress Management Program Targets
Work and Non-work Stressors
Employee Perceptions / Experience of Stress
Outcomes of Stress • Physiological
• Emotional
• Behavioral
Organizational Stress Management & Prevention Programs
Targeted at
Maximizing Person-Environment Fit• A person-environment (P-E) approach focuses on
the extent to which...– Work provides the formal and informal rewards that
meet a person’s needs – The employee’s skills, abilities, and experience match
the needs of the job
• Stress can be reduced or eliminated– Improve the fit between the employee
and the organizational environment
Socialization
The process by which an individual learns the values and behaviors necessary to become an
effective organizational member
Stress Prevention & Mgmt Programs• Employee Assistance Programs
– Conceived as alcohol abuse programs– Now deals with stress-related problems, both work and
non-work related
• Based on traditional medical approach– Diagnosis– Treatment– Screening– Prevention
Stress Prevention & Mgmt Programs• Wellness Programs
– Also called health promotion programs– Focus on overall physical and mental health
• Examples– Hypertension identification and control– Smoking cessation– Physical fitness and exercise– Nutrition and diet control
Sustaining a Wellness Strategy• A step-by-step approach
– Make health and well-being a part of the organization’s mission and strategic plans
– Produce a written policy statement about health, the promotion of health, and the importance of well-being
– Get executive, employee, and union commitment and action plans
– Commit needed organizational resources
Sustaining a Wellness Strategy• A step-by-step approach (continued)
– Create and circulate a “best practice” case file
– Report on and celebrate successes– Encourage and reward
managers for involvement in wellness programs and working toward better work-life balance
Individual Approaches• There are many individual approaches to dealing
with stressors and stress– Cognitive techniques– Relaxation training– Meditation– Biofeedback