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Transcript of Is Stress a Bad Thing
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IS STRESS A BAD THING?
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Overview
1. Definition of stress
2. Causes of stress
3. Adverse effects of stress4. Good effects of stress
5. Stress management strategies
6. Summary and Conclusion
7. References
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Aim and Objectives
AimTo show the adverse effects of stress on managers health,happiness, home life and work performance
Objectives To broaden our understanding on the subject of stress.
To show how managers and organisations can manage stress.
To discuss why stress may be good for themanager/organisation.
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Background
This presentation reviews the adverse effects of stress onmanagers· health, happiness, home life and work performance.
¶·«..Stress is a silent killer«..·· (Hart 2007)
¶· Stress is normal to human existence. A totally stress-free stateis death ¶·
(Salami et al 2010 p 258)
Too few employers«.understand it«..can identify it«.or knowhow it affect their employee and productivity
(CIPD 2008)
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What is Stress ?
Stress is
¶¶the adverse reaction that people have to excessivepressure or other types of demand placed on them··
HSE 2008
¶¶the feeling of being under too much mental or emotionalpressure··
NHS 2010
An unpleasant emotional situation that we experiencewhen requirements (work-related or not) cannot becounter-balanced with our ability to resolve themµ.
Halkos andBousinakis 2010
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Stress in figures
Stress is the most common cause of long-term
absence (of more than four weeks) for non-manual
staff««
(CIPD 2002)
Absence sickness costs employers an average of
£522 for each employee per year. This amounts to
an estimated annual cost of £13 billion for theUK.
(CIPD 2011 pg 5)
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Causes of stress
1. Factors intrinsic to the Job
Working Condition
Work hours and load
New Technology introduction
2. The role in the organisation
Role ambiguity
Role conflict
Degree of responsibility(Arnold 2005, p.395-410)
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Causes of stress continued
3. Personality and Coping
Relationships at work
Relationship with subordinates and colleagues
4. Organisational Culture and Climate
Organisational Climate :
¶·The prevailing workplace atmosphere as experienced by employees. It is
what it feels like to work in a group·· (MSH 2005)
Organisational Culture
¶·The pattern of shared values and assumptions that organisational members
share. The way we do things around here··
(MSH 2005)
(Arnold 2005, p.395-410)
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Causes of stress continued
Home-to-Work Interface
Lack of participation in decision making
Lack of administrative support Punishment centred philosophy or unfair discipline
Existence of bureaucracy
Increased workload
Inadequate resources to meet work demands
(Buker and Wiecko 2007)
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How do you manage stress as a manager ?
1. Work Redesign:
Introducing flexible time
Increasing the amount and quality of support received by
individuals Effective management of workloads and careful allocation of
resources
2. Stress Management Training
Organize classes on relaxation, time management,assertiveness training or exercise.
(Rees 1997)
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How do you manage stress as a manager ? (continued)
3. Ergonomics and Environmental Design
Improving the use of equipment at work and the physicalworking conditions can help to avoid stress.
4. Management Development
Improving managers· ,knowledge and understanding ofstress and their skills to deal with the issue
Learning to delegate assignment will also help to avoidstress.
(Rees 1997)
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5. Diet and lifestyles changes
Reduce the intake of coffee, tea, cola or chocolate drinks
Relaxation techniques : deep breathing, exercise and yoga.(Rees 1997)
6. Laughter and fun times
Look for amusing colleagues, books, films, situations, etc
Organize happy hour, fun times Identify your stability zones, that is, places, people and
activities that you can find calm
(Ferdinand B., 1988)
How do you manage stress as a manager ? (continued)
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Executive under Stress:
Lloyds Group CEO
Antonio Horta-Osorio, chief executive of Lloyds
banking group, has been signed off work for
medical reasons, reportedly stress and "extreme
fatigue".
His temporary departure has left share prices downand employees, investors and the government - who
have a large stake - wondering when he will return.
(BBC News report 3 November 2011)
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Why stress is such a bad thing
It affects leisure time, leisure satisfaction and quality
of his or her family life (Ho 1998)
Stress leads to serious illness and damages to the
body
Hart (2007) maintained that successive increases in
stress cause deterioration in performance.
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Larson (2004) ´not all stress is bad because a
certain amount of stress has been shown to improve
both effectiveness and performance··.
Hart (2007), stated that ´some stress is
good««certain amount of stress stimulates and
motivates high achievementµ.
Why a dose of stress is good for you«.(Eustress)
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Why a dose of stress is good for you«.
Stress stimulate ideas
Stress enhance learning and development
Stress is required to put up a fight or escape in the
event of a threatening event.
Stress brings about innovation/breakthrough in
science, technology and artificial intelligence
(Salami et al 2010)
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Effects of stress on performance(Yerkes - Dawson Law)
PEAK PERFORMANCE
LEVEL OFHUM AN PERFORM ANCE
AND HEALTH
HIGH
LOW HIGHDEMANDS
BOREDOM BURN-OUT
This model highlights that a perceived lack of challenges has similar effects to over-stimulation, and that these effects can be
progressive. This curve can be used to allow early recognition of the effects of stress to assist the individual in preventing their
progression into ineffectiveness and ill-health. (H ART 2007)
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Stress management approaches
Physiological
Aerobics training, relaxation imagery, relaxation response
Psychological
Self statement modification, rational cognitiverestructuring, psychological coping statements
Behavioural
Time management, Assertiveness training, Conflictresolution, problem solving
EnvironmentalChange in management practices, change inorganizational structure
(Hart, K., 2007)
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Effects of stress on managers· health
Hypertension: high blood pressure
Migraine
Asthma
Peptic Ulcers
Constipation
Rheumatoid arthritis Indigestion
(Ferdinand 1998)
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Effects of stress on managers· happiness
When affected by work stress, people may:
Become increasingly distressed and irritable Unable to relax or concentrate
Lack of focus and difficulty in making decisions
Loss of interest in job
Uneasiness , unnecessary worry and anxiety
(Larson 2004; Hart 2007)
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Effects of stress on managers· family life
Inadequate attention to family
Poor sex life
Unhappy marriages
Spouse and child abuse
Low quality of family life
Divorce
(Hsu 2011)
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Effects of stress on managers·
work performance
Increasing absenteeism
Decreasing commitment to work
Problematic decision making Increasing accident rates
Increasing complaints from clients and customers
Damaging the organisation's image
(Hart 2007)
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Summary and Conclusion
Stress is a cr itical issue to any business. (employeehealth and absence problem)
(CIPD 2008)
It makes good business sense to invest in employeestress management programme
Stress,wh
en not
pro
perly
managed, adversely affectsmanagers' health, happiness, home life and work
performance
(CIPD 2008)
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Is stress such a bad thing ?(Class individual reflection exercise)
Question
Can you reflect on a situation that proved theabove is true, either personal or in the life of a
close individual to you.
Why do you think this is so ?
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Wait a minute, a dose of stress is good for you«.(Class individual reflection exercise)
Question
Can you reflect on a situation that proved the
above is true, either personal or in the life of aclose individual to you.
Why do you think this is so ?
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BBC NEWS 2011. Stress: is it surprising bosses are stricken. [online]. Available
from: http://www.bbc.co.uk/news/magazine-15573121 [Accessed 7 November
2011].
BUCHANAN, D. & HUCZYNSKI, A. (2010). Organisational Behaviour. 7th
Edition. Pearson Education Ltd.
CHARTERED INSTITUTE OF PERSONNELAND DEVELOPMENT -CIPD (2008).
Building the business case for managing stress in the workplace
CHARTERED INSTITUTE OF PERSONNELAND DEVELOPMENT -CIPD (2011).
Absence management . CIPD Annual Survey Report 2011
FERDINAND, B. (1988). Stress Management. Industrial and Commercial Training,
20(4)
HALKOS, G and BOUSINAKIS, D. (2010). The effect of Stress and Satisfaction on
Productivity. International Journal of Productivity and Performance Management ,
59(5).
References
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HAMWI , G.A. et al.,(2011). Reducing Emotional Exhaustion and Increasing
Organizational Supportµ, Journal of Business and Industrial Marketing, 22(1).
HART K.E. (2007). Introducing Stress and Stress Management to Managers.
Journal of Managerial Psychology , 16(5) pp 9-16.
HEALTH AND SAFETY EXECUTIVE (2010). Video Interview- Janine Story
[online]. Available from:
http://www.hse.gov.uk/stress/video/janinestory.htm [Accessed 20 October
2011].
HEALTH AND SAFETY EXECUTIVE (2008). Working together to reduce
stress at work: a guide for employees [online]. Available from:
http://www.hse.gov.uk/pubns/indg424.pdf [Accessed 7 November 2011].
HO, J.T.S. et al., (1998). Stress, Health and Leisure Satisfaction: the case of
teachers. Journal of Managerial Psychology , 13(5/6).
References
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HSU Y.R. (2011). Work-family Conflict and Job Satisfaction In Stressful workingEnvironments: the moderating role of perceived supervisor support andinternal locus of control. International Journal of Manpower, 32(2)
LARSON L.L. (2004). Internal Auditors and Job Stress. Managerial Auditing
Journal, 19(9).
MANAGEMENT SCIENCES FOR HEALTH (MSH) (2005). Managers who lead : ahandbook for improving health services. Cambridge : Management Sciencesfor Health
NHS 2010. Stress.NHS Choices. UK: NHS. Available at :http://www.nhs.uk/conditions/stress/Pages/Introduction.aspx [Accessed 20 October 2011].
REES W.D. (1997), ´Managerial Stress-Dealing with the Causes, Not Symptomsµ.Industrial and Commercial Training. 29(2).
SALAMI ,A.O., OJOKUKU,R.M.,ILESANMI,O.A. 2010. Impact of job stress onmanagers performance. European Journal of Scientific Research 45(2) p 258
References