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Chapter

9
Managing Individual Stress

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What is Stress? (1 of 4)
Stress:
an adaptive response moderated by individual differences, that is a consequence of any action, situation, or event that places special demands on a person

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Stressor:
a potentially harmful or threatening external event or situation
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What is Stress? (2 of 4)
Stress is the result of dealing with something placing special demands on us
i.e., unusual, physically or psychologically threatening, or outside our usual set of experiences

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For an action, situation, or event to result in stress, it must be perceived by the individual to be a source of threat, challenge, or harm
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What is Stress? (3 of 4)
Three key factors determine whether an experience is likely to result in stress:
1. Importance relates to how significant the event is for the individual 2. Uncertainty refers to a lack of clarity about what will happen 3. Duration the longer special demands are placed on us, the more stressful the situation
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What is Stress? (4 of 4)
Acute Stress Stress of short duration It may last
a few seconds a few hours a few days

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Chronic Stress Stress of long duration May last for months and years e.g., the unrelenting pressure of a job one finds not satisfaction in performing e.g., the constant demands made by an unreasonable boss
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A Model of Stressors, Stress, and Outcomes

Stressors

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Outcomes

Individual Level Group Level Organizational Level Non-work Cognitive Appraisal

Behavioral
ProblemFocused coping
EmotionFocused coping

Stress

Cognitive

Physiological
Moderators

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Work Stressors: Individual Level

Role Conflict

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Role Overload

Role Ambiguity

Responsibility for People

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Harassment

Pace of Change

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Recognizing the Warning Signs of Stress in Employees (1 of 2)

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1. A normally punctual employee develops a pattern of tardiness or a pattern of absences 2. A normally gregarious employee becomes withdrawn
3. An employee whose work is normally neat and demonstrates attention to detail submits messy, incomplete, or sloppy work
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Recognizing the Warning Signs of Stress in Employees (2 of 2)

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4. A good decision maker suddenly starts making bad decisions (or seems unable to make decisions)
5. An easygoing employee who gets along well with others becomes irritable and discourteous 6. A normally well groomed employee neglects his or her appearance
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9-11

The Underload Overload Continuum

Optimal Stress

Low Performance Underload

Boredom Decreased motivation Absenteeism Apathy
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Low Performance Optimal Performance

High motivation High energy Sharp perception Calmness

Overload
Insomnia Irritability Increased errors Indecisiveness
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Work Stressors: Group and Organizational Levels

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Participation Inadequate Career Development Opportunities Intra- and Intergroup Relationships

Organizational Politics

Downsizing Organizational Culture

Lack of Performance Feedback

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9-13

Non-work Stressors
Elder and child care Volunteer Work Economy

Quality of Life

Lack of mobility

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Coping With Stress

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Problem-Focused

Emotion-Focused

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Individual Outcomes of Stress

Stress can produce a variety of psychological consequences, including:
Anxiety Frustration Apathy Lowered self-esteem Aggression Depression
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Depression: Key Facts

The cost of depression is $43 billion a year in medical bills, lost productivity, and absenteeism

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Depression is the seventh most common cause of adult deaths

Depression is difficult to detect, especially within the present health care system
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Individual Outcomes of Stress: Burnout

Burnout a psychological process resulting from work stress that results in:
Emotional exhaustion Depersonalization Feelings of decreased accomplishment

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Burnout Indicators
Emotional Exhaustion Feel drained by work Feel fatigued in the morning Frustrated Depersonalization Have become calloused by 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

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Do not have a positive influence on others Cannot understand others problems or identify with them No longer feel exhilarated by your job

Do not want to work with other people

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Myths About Burnout

Myth One:
When a client says jump, the only answer is How high?

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Myth Two:
Reining in employees workloads will turn them into slackers

Myth Three:
If employees are working themselves into the ground, its their own fault
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Examples of Organizational Costs Associated With Stress: (1 of 2)

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60 to 80 percent of worksite accidents are the result of stress Stressed workers:

smoke more eat less well have more problems with alcohol and drugs have more family problems have more problems with co-workers

Costs associated with stress may reduce U.S. industry profits by 10 percent
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Examples of Organizational Costs Associated With 9-21 Stress: (2 of 2) 75 to 90 percent of visits to physicians are stress related Cost to industry over $200 billion a year 20 percent of the total number of health care claims are stress related 16 percent of health care costs are explained by stress

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Stress Moderators
Personality
Type A Behavior Pattern (TABP) Social Support

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The Person With TABP Has These Characteristics: (1 of 2)

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Chronically struggles to get as many things done as possible in the shortest time period
Is aggressive, ambitious, competitive, and forceful Speaks explosively, and rushes others to finish what they are saying
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The Person With TABP Has These Characteristics: (2 of 2)

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Is impatient, hates to wait, considers waiting a waste of precious time Is preoccupied with deadlines and is workoriented
Is always in a struggle with people, things, events
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Support Work Environment: Actions Managers 9-25 Can Take: (1 of 2)

1. Set an example by being a source of support for others, particularly subordinates 2. Encourage open communication and maximum exchange of information
3. Make certain you provide subordinates with timely performance feedback, presented in an encouraging, non-threatening manner
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Support Work Environment: Actions Managers 9-26 Can Take: (2 of 2)

4. Provide for mentoring of the less experienced by more senior members of the work group 5. Work to maintain and increase work group cohesion

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Organizational Stress Management Program Targets

Organizational Stress Management and Prevention Programs
Targeted at:

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Work and Non-work Stressors

Employee Perceptions / Experience of Stress

Outcome of Stress
Physiological Emotional Behavioral

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Targeted / Corrective Stress-Management Programs Include: (1 of 2)

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Training programs for managing and coping with stress Redesigning work to minimize stressors Changes in management style to one of more support and coaching to help workers achieve their goals Creating more flexible work hours

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Targeted / Corrective Stress-Management Programs Include: (2 of 2)

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Paying more attention to work/life balance with regard to child and elder care Better communication and team-building practices Better feedback on worker performance and management expectation

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A Person-Environment Fit (P-E fit) Approach Focuses On: (1 of 2)

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The extent to which work provides formal and informal rewards that meet the persons needs
Misfit on this dimension results in stress

The extent to which the employees skills, abilities, and experience match the requirements of the job
If the individuals talents are insufficient for or underutilized by job requirements, stress results
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A Person-Environment Fit (P-E fit) Approach Focuses On: (2 of 2)

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By improving the quality of fit between the employee and the organizational environment, stress is eliminated

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Employee Assistance Programs (EAPs)

Designed to deal with a wide range of stress-related problems, both work and non-work related, including:
Behavioral and emotional difficulties Substance abuse Family and marital discord Other personal problems

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Employee Assistance Programs: General Program Elements

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Diagnosis. An employee with a problem asks for help; EAP staff attempts to diagnose the problem Treatment. Counseling or support therapy is provided either by internal staff or outside referral Screening. Periodic examination of employees in highly stressful jobs for early detection of problems Prevention. Education and persuasion used to convince high risk employees to seek help to change
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Wellness Programs
Activities that focus on an employees overall physical and mental health Identify and assist in preventing or correcting specific health problems, health hazards, or negative health habits

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Hypertension identification and control Smoking cessation Physical fitness and exercise Nutrition and diet control Job and personal stress management
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Key Success Factors for EAP and Wellness Programs: (1 of 2)

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1. Top-management support is necessary 2. Unions should support the program and participate in it where appropriate 3. Long-term commitment to the effort 4. Extensive and continuing employee involvement 5. Clearly stated objectives lay a solid foundation for the program
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Key Success Factors for EAP and Wellness Programs: (2 of 2)

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6. Employees must be able to participate freely, without either pressure or stigma 7. Confidentiality must be strictly adhered to 8. Employees must have no concerns that participation will in any way affect their standing in the organization

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Individual Approaches to Stress Prevention and Management:

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Cognitive Techniques

Relaxation Training

Meditation

Biofeedback

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