Chapter 7 Nelson & Quick Stress and Well-Being at Work.
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Transcript of Chapter 7 Nelson & Quick Stress and Well-Being at Work.
Chapter 7Nelson & Quick
Stress and Well-Being at Work
What is Stress?
Stress - the unconscious preparation to fight or flee that a person experiences when faced with any demand
Stressor - the person or event that triggers the stress response
Distress - the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events
Strain – distressHomeostasis – a steady state of bodily functioning and
equilibrium
A Model of Stress
Potential Sources Consequences
Environment:Environment:economic uncertaintyeconomic uncertaintypolitical uncertaintypolitical uncertainty
Organization:Organization:Job demands, Job demands,
Resources, change,Resources, change,Difficult bossDifficult boss
Individual Factors:Individual Factors:Family problems,Family problems,
personalitypersonality
IndividualIndividualDifferences:Differences:
Social support,Social support,experienceexperience
Psychological:Psychological:Tension, irritability,Tension, irritability,
anxietyanxiety
Physiological:Physiological:Muscular tension,Muscular tension,Weakens immune Weakens immune
system, cardiovascular system, cardiovascular disordersdisorders
Behavioral:Behavioral:Sleep troubles, Sleep troubles,
Absence,Absence, substance abusesubstance abuse
ExperiencedExperiencedStressStress
Prentice-Hall, 2001, Ch. 18
4 Stress Approaches: Homeostatic/Medical Approach
Homeostasis
FightFlight
External environmental demand
+
=
Individuals differ in their appraisal of events & people
What is stressful for one person is not for another Perception and cognitive appraisal determines what
is stressful
4 Stress Approaches: Cognitive Appraisal Approach
Problem-focused copingemphasizes managing the stressor
Emotion-focused copingemphasizes managing your response
No undue stress Good person-environment fit: a person’s skills & abilities match a clearly defined, consistent set of role expectations
Stress, strain, and depression occur when role expectations are confusing and/or conflicting, or when the person’s skills & abilities do not meet the demands of the social role
4 Stress Approaches: Person-Environment Fit Approach
4 Stress Approaches: Psychoanalytic Approach
Ego Ideal - the embodiment of a person’s perfect
self
= the difference between ego ideal and
self-image
Self-Image - how a person sees oneself,
both positively & negatively
The Stress Response
• Blood redirected from the skin & internal organs to brain and large muscles
• Increased alertness: improved vision, hearing, & other sensory responses
• Release of glucose & fatty acids for sustenance
• Depression of immune system, digestion, & similar restorative processes
Release of chemical
messengers, primarily
adrenaline, into the
bloodstream
Sympathetic nervous system
& theendocrine
(hormone) system activated
Sources of Stress at Work
Work Demands TTaasskk DDeemmaannddss RRoollee DDeemmaannddss
Change & uncertainty Lack of control Career progress New technologies Work overload/underload
Role conflict: Interrole Intrarole Person-role
Role ambiguity IInntteerrppeerrssoonnaall DDeemmaannddss PPhhyyssiiccaall DDeemmaannddss
Abrasive personalities Sexual harassment Leadership styles
Extreme environments Strenuous activities Hazardous substances
Stress Sources at Work
NonWork Demands FFaammiillyy DDeemmaannddss PPeerrssoonnaall DDeemmaannddss
Marital expectations Child-rearing/day care arrangements Parental care
Religious activities Self-improvement tasks Traumatic events
Yerkes-Dodson Law
Performance arousalHigh
Low
Low(distress)
Optimum(eustress)
High(distress)
Stress levelStress level
Boredom fromunderstimulation
Optimumstress load
Conditions perceived
as stressful
Distress fromoverstimulation
Stress Benefits and Costs
Benefits of Healthy, Normal Stress (Eustress) PPeerrffoorrmmaannccee HHeeaalltthh
Increased arousal Bursts of physical strength
Cardiovascular efficiency Enhanced focus in an emergency
Costs of Distress IInnddiivviidduuaall OOrrggaanniizzaattiioonnaall
Psychological disorders Medical illnesses Behavioral problems
Participation problems Performance decrements Compensation awards
Positive Stress/Negative Stress
Stress response itself is neutral Some stressful activities (aerobic exercise, etc.) can
enhance a person’s ability to manage stressful demands or situations
Stress can provide a needed energy boost Negative stress results from
a prolonged activation of the stress response mismanagement of the energy induced by the
response unique personal vulnerabilities
Individual Stress
Work-related psychological disordersWork-related psychological disorders(depression, burnout, (depression, burnout,
psychosomatic disorders)psychosomatic disorders)
Medical illness
(heart disease, strokes,
headaches, backaches)
Behavioral problems
Behavioral problems(substance abuse,
(substance abuse,violence, accidents)
violence, accidents)
Individual Stress
79% of workers report that 1995 was one of the most stressful years ever (Dale Carnegie survey) Work-related issues were the strongest source of
stressNot doing the type of work you want was the major
source of stressKaroshi (Japanese): “Sudden death by heart attack
triggered by overwork” Japan is high on uncertainty avoidance, thus working hard
is one way to reduce uncertainty because the harder you work the more productive your company should be
How Employee Stress Can Impact the Organization
Participative Problems - a cost associated with absenteeism, tardiness, strikes & work stoppages, & turnover
Performance Decrement - a cost resulting from poor quality or low quantity of production, grievances, & unscheduled machine downtime & repair
Compensation Award - an organizational cost resulting from court awards for job distress
Dealing with Stress
Achilles’ heel phenomenon - - a
person breaks down at his or her weakest point
Type A Behavior Patterns
Type A Behavior Patterns - a complex of personality and behavior characteristics sense of time urgency
“hurry sickness” quest for numbers (of
achievements) status insecurity aggression & hostility expressed in
response to frustration & conflict
Personality Hardiness
Personality Hardiness - a personality resistant to distress & characterized by the 3 C’s:
CHALLENGE (versus threat) Disruptions that create stress in others are
instead viewed as an opportunity for growth rather than a threat to security
This is a great challenge – stress is viewed as a necessary step toward learning
COMMITMENT (versus alienation) Believe in importance of what they do Sense of purpose to their activities
Recall, the most prevalent source of stress was not doing the type of work you want
CONTROL (versus powerlessness) Feeling in control of your life
Personality Hardiness, cont’d
TimeTimeManagementManagement
TimeTimeManagementManagement
SocialSocialSupportSupportSocialSocial
SupportSupportRelaxationRelaxation
TrainingTrainingRelaxationRelaxation
TrainingTraining
PhysicalPhysicalExerciseExercisePhysicalPhysicalExerciseExercise
Prentice-Hall, 2001, Ch. 18
Individual Stress Management
Social Support at Work & Home
Individual
OrganizationalSupervisorColleagues
SubordinatesClients
FamilySpouse ChildrenParents In-laws
ChurchMinister/Rabbi
FriendsSupport groups
ClubsBusiness associations
Social clubsAthletic groups
ProfessionalPhysicians
PsychologistsCounselors
Lawyers
SOURCE: From J. C. Quick J. D. Quick, D. L. Nelson and J. J. Hurrell, Jr., in Preventive Stress Management in Organizations, 1997, p. 198. Copyright© 1997 by The American Psychological Association. Reprinted with permission.
Preventative Stress Management - an organizational philosophy that holds that people & organizations should take joint responsibility for promoting health and preventing distress & strain
Primary Prevention - designed to reduce, modify, or eliminate the demand or stressor causing stress
Secondary Prevention - designed to alter or modify the individual’s or the organization’s response to a demand or stressor
Tertiary Prevention - designed to heal individual or organizational symptoms of distress & strain
Preventative Stress Management
Individual Preventive Stress Management
Primary Prevention Learned optimism: Alters the person’s internal self-talk & reduces
depression Time management: Improves planning & prioritizes activities Leisure time activities: Balance work & non-work activities
Secondary Prevention Physical exercise: Improves cardiovascular function & muscular
flexibility Relaxation training: Lowers all indicators of the stress response Diet: Lowers the risk of cardiovascular disease &
improves overall physical health
Tertiary Prevention Opening up: Releases internalized traumas & emotional
tensions Professional help: Provides information, emotional support, &
therapeutic guidance
Organizational Stress Prevention
Focuses on people’s work demands Focuses on ways to reduce distress at work Most organizational prevention is primary
job redesign goal setting role negotiation social support systems
Organization Stress Management
OrganizationalCommunicationOrganizational
CommunicationEmployee
InvolvementEmployee
Involvement
Selectionand Placement
Selectionand Placement
JobRedesigning
JobRedesigning
WellnessProgramsWellnessPrograms
Employee AssistancePrograms
Employee AssistancePrograms
Prentice-Hall, 2001, Ch. 18
Discussion Questions
Why should organizations help individuals manage stress?
Isn’t stress basically the individual’s responsibility?
Discussion Questions
Is there more stress today than in past generations? What evidence is available concerning this
question?