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…..