2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 77Stress Stress managementmanagement

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 22

Chapter learning objectivesChapter learning objectives

1. Define stress and describe the stress experience.

2. Identify the different types of stressors in the workplace.

3. Outline the stress process from stressors to consequences.

4. Explain why a stressor might produce different stress levels in two different people.

5. Discuss the physiological, psychological and behavioural effects of stress.

6. Identify five ways to manage workplace stress.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 33

Stressful teachingStressful teaching

Welsh school teacher Janice

Howell experienced

considerable stress due to

heavy workloads, difficult

students and lack of

resources. Australian

teachers also experience

anxiety, depression, nervous

breakdowns and other stress-

related symptoms.

© Ian Nicholson/PA Photos

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 44

What is stress?What is stress?

An adaptive response to a

situation that is perceived as

challenging or threatening to

the person’s well-being

Ian Nicholson/ PA Photos

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 55

Stage 1Alarm reaction

Stage 2Resistance

Stage 3Exhaustion

Normallevel of

resistance

General adaptation syndromeGeneral adaptation syndrome

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 66

StressStress

WorkWorkstressorsstressors

PhysicalPhysicalenvironmentenvironment

Role-relatedRole-related

InterpersonalInterpersonal

OrganisationalOrganisational

Stressors and stress outcomesStressors and stress outcomes

Non-workstressors

IndividualIndividualdifferencesdifferences

ConsequencesConsequencesof stressof stress

PhysiologicalPhysiological

BehaviouralBehavioural

PsychologicalPsychological

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 77

Role-related stressorsRole-related stressors

Role conflict interrole conflict intrarole conflict person-role conflict

Role ambiguity uncertain duties,

authority

Workload too much/too little work

Task control machine pacing monitoring equipment no work schedule control

© Photodisc. With permission.

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 88

Interpersonal stressorsInterpersonal stressors

Conflict with others

Increased emphasis on team work

Sexual harassment

Workplace violence

Workplace bullying

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Interpersonal stressor: violenceInterpersonal stressor: violence

High risk of workplace violence in the US, but higher in several other countries (eg France, Argentina, Canada)

Workplace violence stress occurs fromtrauma of experiencing violenceobserving violence to others at workperceptions of risk of violence at work

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Interpersonal stressor: bullyingInterpersonal stressor: bullying

Offensive, intimidating or humiliating behaviour that degrades, ridicules or insults another person at work

Workplace bullies tend to be people with higher authority

Workplace bullying is reduced through code of conduct careful hiring360 degree feedback conflict resolution system

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Work/non-work stressorsWork/non-work stressors

Time-based conflictdue to work schedule, commuting, travelwomen still do ‘second shift’ (most housework)

Strain-based conflict work stress affects home and vice versa

Role behaviour conflict incompatible work and non-work roles

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AccountantAccountant

ArtistArtist

Auto mechanicAuto mechanic

ForesterForester

Low-stressoccupations

High-stressoccupations

Hospital managerHospital manager

Physician (GP)Physician (GP)

PsychologistPsychologist

School principalSchool principal

Police officerPolice officer

Tel operatorTel operator

Prime MinisterPrime Minister

Waiter/waitressWaiter/waitress

Stress and occupationsStress and occupations

Medium-stressoccupations

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Individual differences in stressIndividual differences in stress

Perceive the situation differently self-efficacy locus of control

Different threshold levels of resistance to stressor store of energy

Use different stress-coping strategies

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Type A / Type B behaviour patternType A / Type B behaviour pattern

Talks rapidly

Is devoted to work

Is highly competitive

Struggles to perform several tasks

Has a strong sense of time urgency

Is impatient with idleness

Loses temper easily

Interrupts others

Handles details patiently

Is less competitive with others

Contemplates issues carefully

Has a low concern about time limitations

Doesn't feel guilty about relaxing

Has a relaxed approach to life

Works at a steady pace

Type A behaviour patternType A behaviour pattern Type B behaviour patternType B behaviour pattern

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Consequences of distressConsequences of distress

Physiological consequences cardiovascular diseasesulcers, sexual dysfunction, headaches

Behavioural consequenceswork performance, accidents, decisionsabsenteeism due to sickness and flightworkplace aggression

Psychological consequencesmoodiness, depression, emotional fatigue

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Job burnout processJob burnout process

DepersonalisationDepersonalisation

Reduced personalReduced personalaccomplishmentaccomplishment

Physiological,Physiological,

psychologicalpsychological

and behaviouraland behavioural

consequencesconsequences

EmotionalEmotionalexhaustionexhaustion

Interpersonal andInterpersonal androle-related stressorsrole-related stressors

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1717

Managing stress at Darlot MineManaging stress at Darlot Mine

Employees at Homestake’s Darlot gold mine in Western Australia are managing their stress better through exercise, nutrition and awareness of how to cope with shift work. The idea is that healthier employees cope with stress more effectively.

© R. Taylor/ West Australian

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1818

Work-life balance initiativesWork-life balance initiatives

Flexible work time

Job sharing

Telecommuting

Personal leave

Childcare facilities

© R. Taylor/ West Australian

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 1919

Other stress management practicesOther stress management practices

Withdrawing from the stressor permanent better person-job

fit temporary work breaks,

vacations

Changing stress perceptions self-efficacy, self-leadership

Controlling stress consequences fitness and lifestyle programs relaxation and meditation employee counselling

Social support emotional and informational

© R. Taylor/ West Australian

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione 2020

Overview of the next chapterOverview of the next chapter

Types of teams in organisations

Why virtual teams are becoming more common

A model of team effectiveness

Organisational and team environmental elements that influence team effectiveness

Stages of team development

Understanding and managing team norms and cohesiveness

Types of team building

2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the Pacific Rim by McShane and Travaglione

C H A P T E RC H A P T E R 77Stress Stress managementmanagement