STRESS AND WELL-BEING AT WORK

Nelson & Quick

WHAT IS STRESS?
Stressor The person or event that triggers The unconscious the stress response. preparation to fight or flee that a person Distress The adverse experiences when psychological, faced with any demand. physical, behavioral and organizational consequences that may arise as a result of stressful event.
Stress

SOURCES OF STRESS:
Task Demands Change Lack of control Career progress New technologies Time pressure Interpersonal Demands Emotional toxins Sexual harassment Poor leadership WORK DEMANDS Role Demands Role Conflict: Interole Intrarole Person-role Role ambiguity Physical Demands Extreme environments Strenuous activities Hazardous substances Global travel NONWORK DEMANDS Personal Demands Workaholism Civic and volunteer work Traumatic events

Home Demands

Family expectations Child-rearing/day-care arrangements Parental care

CONSEQUENCES OF STRESS:
Benefits of Eustress Performance Increased arousal Burst of physical strength Full engagement Health Cardiovascular efficiency Balance in the nervous system Enhanced focus in an emergency

Costs of Distress Individual Psychological disorders Medical illness Behavioral problems Organizational Participation problems Performance decrements Compensation awards

ORGANIZATIONAL STRESS PREVENTION

Job Redesign Increase worker control Reduce uncertainty Focus on a persons attention while directing energy into a productive channel

Goal Setting

Allows people to modify Role Negotiation their work roles Social Support System Interpersonal communication

INDIVIDUAL STRESS PREVENTION

Primary Prevention

Positive thinking: Time management: Leisure time activity:

Optimistic, nonnegative self-talk that reduces depression Improves planning and prioritizes activities Balances work and nonwork activities

Secondary Prevention Physical exercise: Relaxation training: Diet: Tertiary Prevention Opening up: Professional help: Releases internalized traumas and emotional tensions. Provides information, emotional support, and therapeutic guidance. Improves cardiovascular function and muscular flexibility Lowers all indicators of the stress response. Lowers the risk of cardiovascular disease and improves overall physical health

ORGANIZATIONAL CULTURE

Nelson & Quick

ORGANIZATIONAL CULTURE
Organizational Culture is a pattern or basic assumptions that are considered valid and that are taught in new members as the way to perceive, think, and feel in the organization.

LEVELS OF ORGANIZATIONAL CULTURE

Artifacts - Symbols of culture in the physical and social work environment. Values Espoused values Enacted values Assumptions - Belief that guide behavior and tell members of an organization how to perceive and think and think about things.

LEVELS OF ORGANIZATIONAL CULTURE

Artifacts
Personal enactment Ceremonies and rites Stories Ritual Symbols

Values
Testable in the physical environment Testable only by social consensus

Assumptions
Relationship to environment Nature of reality, time and space Nature of human nature Nature human activity Nature human relationships

FUNCTIONS OF ORGANIZATIONAL CULTURE

Culture provides a sense of identity to members and increases their commitment to the organization Culture is a sense-making device for organization members Culture reinforces the values in the organization Culture serves as a control mechanism for shaping behavior

EFFECTS OF ORGANIZATIONAL CULTURE

THE STRONG CULTURE PERSPECTIVE Consensus on the values that drive the company and with an intensity that is recognizable even to outsiders. THE FIT PERSPECTIVE A culture is good only if it fits the industry or the firms strategy. THE ADAPTIVE PERSPECTIVE A culture that encourages confidence and risk taking among employees

THE LEADERS ROLE IN SHAPING AND REINFORCING CULTURE

What leaders pay attention to How leaders react to crises How leaders behave How leaders allocate rewards How leaders hire and fire individuals

ORGANIZATIONAL SOCIALIZATION
Organizational Socialization is the process by which newcomers are transformed from outsiders to participating, effective members of the organization.

STAGES OF SOCIALIZATION
Anticipatory Stage
Realism Congruence Job Demands: Task Job Demands: Role Job Demands: Interpersonal Mastery Performance Satisfaction Mutual influence Intent to remain Low levels of distress

Encounter Change and Acquisitions

Outcomes