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Transcript of gj4_ppt09in
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9-1 2005 Prentice Hall
Chapter 99Managing StressManaging Stress
and Workand Work--LifeLife
BalanceBalance
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9-2 2005 Prentice Hall
Chapter Objectives
Describe how the experience of stress is
based on employees perceptions and
influenced by individual differences Appreciate the fact that stress can have
both positive and negative consequences
for employees and their organizations
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9-3 2005 Prentice Hall
Chapter Objectives
Be aware of stressors that can arise from
employees personal lives, their jobs, their
work groups and organizations, the pursuitof work-life balance, and uncertainty in the
wider environment
Describe problem-focused and emotion-
focused coping strategies for individuals
Describe problem-focused and emotion-
focused coping strategies for organizations
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9-4 2005 Prentice Hall
Opening Case:
Doing More With Less
Is work stress out of control?
Mounting levels of stress for employees
Challenging economy
Layoffs
Global uncertainty
Fear of terrorism Corporate scandal
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9-5 2005 Prentice Hall
What is Stress?
The experience of
opportunities or
threats that peopleperceive as important
and also perceive they
might not be able to
handle or deal witheffectively
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9-6 2005 Prentice Hall
Individual Differences and Stress
Personality Ability
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9-7 2005 Prentice Hall
Personality and Stress
Neuroticism
Extraversion
Openness to Experience
Self-Esteem
Type A
Locus of Control
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9-8 2005 Prentice Hall
Consequences of Stress
PhysiologicalConsequences
Behavioral
Consequences
Psychological
Consequences
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9-9 2005 Prentice Hall
Signs of Burnout
Feelings of
low personal accomplishment
Emotional exhaustion
depersonalization
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9-10 2005 Prentice Hall
Figure 9.1 A Stress Quiz
Conditions at work are unpleasant or even unsafe.
I feel that my job is making me physically oremotionally sick
I have too much work or too many unreasonabledeadlines.
I cant express my opinions or feelings about my jobto my boss.
My work interferes with my family or personal life.
I have no control over my life at work. My good performance goes unrecognized and
unrewarded.
My talents are underutilized at work.
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9-11 2005 Prentice Hall
Figure 9.2 An Inverted U Relationship
Between Stress and Performance
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9-12 2005 Prentice Hall
Sources of Stress
Job
Responsibilities
Personal Life
Membership in
Groups
Work-Life BalanceEnvironmental
Uncertainty
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9-14 2005 Prentice Hall
Job-Related Stressors
Role conflict
Role ambiguity
Overload
Underload
Challenging assignments
Economic well-being and job security
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9-15 2005 Prentice Hall
Group and Organization-Related
Stressors
Cultural differences
Uncomfortable working conditions
Unsafe working conditions
Mergers and acquisitions
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9-16 2005 Prentice Hall
Work-Life Balance
Elder care
Child care
Value conflict
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9-17 2005 Prentice Hall
Environmental Uncertainty
Global instability
Aftermath of war and terrorism
SARS
Corporate scandals
Exposure to toxins
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9-19 2005 Prentice Hall
Nonfunctional Coping Strategies
Eating
Drinking
Taking drugs
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Coping Strategies for Organizations
Problem- focused
Job redesign
Job rotation Reduction ofuncertainty
Job security
Company day care
Flextime/ jobsharing
Telecommuting
Emotion-focused
On-site exercisefacilities
Organizationalsupport
Employeeassistance
programs Personal days/
Sabbaticals