Business 161A

Stress

Chapter 8 Learning Objectives

1. Define Stress 2. Understand Stress
Causes Statistics Models

3. Examine Stressors 4. Discuss Managing Stress 5. Understand the Importance of Stress

Conceptual Framework of Text

Organizational Mechanisms:
Culture Structure

Group Mechanisms:
Leadership Styles Power / Influence Team Processes Team Characteristics

Individual Mechanisms:
Job Satisfaction Stress Motivation Trust, Justice & Ethics Learning & Decision Making

Individual Outcomes:
Job Performance Organizational Commitment

Individual Characteristics:
Personality / Values Ability

Stress

(continued)

Define Stress psychological response to demands that posses certain stakes that tax or exceed a persons capacity or resource. process that results when one person perceives that another person or group is frustrating...

Stress

(continued)

What times of the semester are particularly stressful for you?

How do they cope? Would you work in a job that was very stressful but paid very well, or if less stress were desirable would you accept less pay. Why?

Causes of Stress
What produces the most stress for you?
Sources of stress Rank (high, medium, low)

Stress

(continued)

Prereqs for stress!

Demands (you have) The loss of something you desire. Constraints Things that prevent you from doing something you want to. Examples
Turn the page

Stress

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Causes of Stress You are fired the day before your first child is to be born! Or before your are to be married! Or one day before your retirement is effective! Your company is downsizing! Your not getting a raise this year!
External events that are beyond your control. Create demands on you = stressors.

Stress
Causes of Stress (continued)
Physical
Changes in metabolism, increased heart beat & breathing rates, blood pressure, headaches

(continued)

Psychological
Job-related dissatisfaction, tension, anxiety, boredom, & procrastination

Symptoms Of Stress

Behavioral
Changes in productivity, absenteeism, job turnover, eating habits, smoking, alcohol consumption

Stress
Stressor
Our Appraisal Physical Threatening Psychological Beyond Control

(continued)

Causes of Stress (continued)

Stress Strain
Affect Physical Physical Ailments

Result

ess Str

Behavioral Reduce Job Performance Psychological Emotional Ailments

Stress
Making Decisions

(continued)

Causes of Stress (continued)

On the Job: Experience stress if it includes Constantly monitoring Devices

Frequently exchanging information with another employee(s) Working in unpleasant working conditions Performing unstructured tasks Role ambiguity not sure what is expected Role conflict cannot satisfy multiple, sometimes, conflicting demands Career Development moving to fast

Stress
Firefighter - 111

(continued)

Stress scores
US President - 177 Senior Executives - 109

Surgeon - 99 Air Traffic Controller - 83 Public Relations Exec - 79 Advertising Account Exec - 75 Real Estate Agent - 73 Stockbroker - 73 Pilot - 69 Architect - 67 Lawyer - 64

Insurance Agent - 63 Auto Salesperson - 56 College Professor - 54 Market Research - 42 Personnel Recruiter- 42 Economist - 39 Accountant - 31 Actuary - 20
Source: Greenberg & Baron, Behavior in Organizations, 2003

Stress
Feel overworked

(continued)

Business Week, July 16, 2001.

54% 55% 59% 56% 45%

Are overwhelmed by workload Less time for reflection Dont have time to complete tasks Must multi-task too much

Stress

(continued)

A Model of OB Stress
Potential Sources Individual Differences Environmental Factor Organizational Factors Individual Factors Perception Job Experience Focus Experience Stress
Source: S.P. Robbins, Organizational Behavior

Consequences Psychological Symptoms Physiological Symptoms Behavioral Symptoms

Stress
Stressors
Individual Level Group Level Organizational Level Nonwork
Cognitive Appraisal

(continued)

Model of Stressors, Stress and Outcomes Outcomes

Problem Or Emotion Focused Coping

Behavioral

Stress

Cognitive

Moderators Individual differences: Heredity, sex, age, Type A personality traits

Physiological
J, Ivancevich, Organizational Behavior, 2008

Stress

(continued)

Underload Overload Continuum

Optimal Performance

Low Performance Underload

Low Performance

Boredom Decreased motivation Absenteeism Apathy

High motivation High energy Sharp perception Calmness

Overload

Insomnia Irritability Increased errors Indecisiveness

J, Ivancevich, Organizational Behavior, 2008

Stress

(continued)

Stress

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Other causes of stress in our lives?

Personalities of people / employees Type A vs. B Changes in our lives (Vecchio) Demographics Organizational Factors Responsibility Interpersonal Factors Work Conditions Roles Envy / Jealousy Workplace romances Work schedule To much to do within allotted time.

Stress

(continued)

Stress Continuum
Stress

Poor work

Insomnia

Fatigue
Source: Greenberg & Baron, Behavior in Organizations, 2003

Stressors
The Stress Filled Life of a Manager Deadlines & Schedule

Getting results from staff

ess Str

Need to make changes

Looking good to superiors

Staying within budget

Stressors
Witnesses yelling or verbal abuse Yelling at co-workers Cried over work related issues Witnessed damaging of company assets 14% Saw physical Violence Hit coworker 2% 10% 23%

(continued)

Common Examples of Desk Rage

42% 29%

Source: Greenberg & Baron, Behavior in Organizations, 2003

Stressors
Physical Ulcers Heart related Alcoholism & Drugs Withdraw Depression

(continued)

How do we react to stress?

Absent, Turnover, Dissatisfaction Violence Mass Psychogenic Illness Burnout Drained Used up

Stressors
Burnout Emotional Exhaustion

(continued)

Intense & prolonged work related stress

Desperation

Reduced Personal Accomplishment

Lowered performance & other negative effects

Source: Greenberg & Baron, Behavior in Organizations, 2003

Stressors
Potential Sources
Extra Organizational:
-Life changes -Relocating a family -Family crisis

(continued)

Organizational:
-Task demands -Role demands -Interpersonal demands -Organizational structure -Organizational leadership -Organizational ethics

Group:
-Interaction -Low Cohesiveness

Individual:
-Family problems -Economic problems

2008 2009 Environmental:

-Economic uncertainty -Political uncertainty -Technological uncertainty

Stressors

(continued)

Individual Difference
- Perception - Job experience - Social support - Belief in locus of control - Self-assurance - Hostility

Stressors
Physiological symptoms:
-Headaches -High blood pressure -Heart disease

(continued)

Consequences

Psychological symptoms:
-Anxiety -Depression -Decrease in job satisfaction

Behavioral symptoms:
-Productivity -Absenteeism -Turnover

Stressors

(continued)

Burnout Indicators
Physiological process brought on by unrelieved work stress...

Emotional Exhaustion:
-Feel drained by work -Feel fatigued in the morning -Frustrated

Depersonalization:
-Calloused by the job -Treat others like objects -Do not care what happens to other people -Feel other people blame you

Low Personal Accomplishment:

-Cannot deal with problems effectively -Do not have a positive influence on others -Cannot understand others problems -No longer feel exhilarated by your job

J, Ivancevich, Organizational Behavior, 2008

Managing Stress
Manage Time Daily Prioritized List Semester Plan Non competitive physical exercise Relaxing Techniques Meditation Rest Classical Music

Managing Stress
Stage 1 Alarm reaction High

(continued)

General Adaptation Syndrome Hans Selye

Stage 2 Resistance Stage 3 Exhaustion

Ability To Normal Cope State

Low

Time

Managing Stress (continued)

Experiencing Stress
Stressors: Anticipation Encounter Time Situation Reactions: Physiological Psychological Resiliency: Physical Mental Social

Managing Stress
Enactive Strategies Purpose Effects Approach Eliminate stressor Permanent Enactive Proactive Strategies Develop resiliency strategies Long term Proactive Moderate time Reactive Strategies Learn temp coping mechanism Short term Reactive Immediate

Time Reqd. Long time

Managing Stress
Time Management Perform as Time Permits (filing) Routine Tasks Perform as schedules (complete reports) Important, but not urgent tasks

(continued)

Perform immediately (emergency) Important and urgent tasks

Lowest Priority

Highest Priority

Managing Stress
Prevention
Secondary
Take steps to avoid problems caused by stressors (stay physically fit)

(continued)

Primary
Eliminate stressor, Radical change in organization

Tertiary
Treat symptoms caused by stress (physician treat illness)

Importance of Stress
Hindrance Stressor
Hindrance Stressors Weak Negative Affect Job Performance

Tend to have lower performance

Hindrance Stressors
Organizational Commitment

Strong Negative Affect

Have lower levels of commitment

Importance of Stress
Challenge Stressors
Challenge Stressors Weak Positive Affect

(continued)

Job Performance

Challenge Stressors

Moderate Positive Affect

Organizational Commitment

Importance of Stress
P E F O R M A N C E Low

(continued)

Stress and Job Performance

High

Low

Stress

High
Source: S.P. Robbins, Organizational Behavior

Importance of Stress
Practice Flextime Some Telecommuting
Compressed work week

(continued)

Supportive Organizational Practices

Small 57% 36% 27% 43% 14% 8% 1% 0% Med. 56% 43% 30% 25% 18% 20% 3% 1% Large 56% 43% 41% 18% 24% 28% 13% 11%

Bring child to work

Full Time Telecommuting

Location Program On site child care

Co supported child care center