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Managing Individual Stress

Chapter. 9. Managing Individual Stress. 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 Stressor:

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Managing Individual Stress

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  1. Chapter 9 Managing Individual Stress

  2. 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 • Stressor: • a potentially harmful or threatening external event or situation

  3. 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 • 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

  4. What is Stress? (3 of 4) • Three key factors determine whether an experience is likely to result in stress: • Importance – relates to how significant the event is for the individual • Uncertainty – refers to a lack of clarity about what will happen • Duration – the longer special demands are placed on us, the more stressful the situation

  5. Acute Stress Stress of short duration It may last a few seconds a few hours a few days 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 What is Stress? (4 of 4)

  6. A Model of Stressors, Stress, and Outcomes Stressors Outcomes Individual Level Behavioral Problem-Focused coping Group Level Cognitive Appraisal Cognitive Stress Emotion-Focused coping Organizational Level Physiological Non-work Moderators

  7. Work Stressors: Individual Level Role Conflict Role Ambiguity Role Overload Pace of Change Harassment Responsibility for People

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punctual employee develops a pattern of tardiness or a pattern of absences • A normally gregarious employee becomes withdrawn • An employee whose work is normally neat and demonstrates attention to detail submits messy, incomplete, or sloppy work

  9. Recognizing the Warning Signs of Stress in Employees (2 of 2) • A good decision maker suddenly starts making bad decisions (or seems unable to make decisions) • An easygoing employee who gets along well with others becomes irritable and discourteous • A normally well groomed employee neglects his or her appearance

  10. The Underload Overload Continuum Optimal Stress Low Performance Low Performance Underload Optimal Performance Overload • Boredom • Decreased motivation • Absenteeism • Apathy • High motivation • High energy • Sharp perception • Calmness • Insomnia • Irritability • Increased errors • Indecisiveness

  11. Work Stressors: Group and Organizational Levels Participation Inadequate Career Development Opportunities Intra- and Inter-group Relationships Organizational Politics Downsizing Lack of Performance Feedback Organizational Culture

  12. Non-work Stressors Elder and child care Volunteer Work Economy Lack of mobility Quality of Life

  13. Coping With Stress Emotion-Focused Problem-Focused

  14. Individual Outcomes of Stress • Stress can produce a variety of psychologicalconsequences, including: • Anxiety • Frustration • Apathy • Lowered self-esteem • Aggression • Depression

  15. Depression: Key Facts • The cost of depression is $43 billion a year in medical bills, lost productivity, and absenteeism • Depression is the seventh most common cause of adult deaths • Depression is difficult to detect, especially within the present health care system

  16. Individual Outcomes of Stress: Burnout • Burnout – a psychological process resulting from work stress that results in: • Emotional exhaustion • Depersonalization • Feelings of decreased accomplishment

  17. Burnout Indicators

  18. Myths About Burnout • Myth One: When a client says jump, the only answer is “How high?” • 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

  19. Examples of Organizational Costs Associated With Stress:(1 of 2) • 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

  20. Examples of Organizational Costs Associated With 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

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

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

  23. The Person With TABP Has These Characteristics: (2 of 2) • Is impatient, hates to wait, considers waiting a waste of precious time • Is preoccupied with deadlines and is work-oriented • Is always in a struggle with people, things, events

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

  25. Support Work Environment: Actions Managers Can Take: (2 of 2) • Provide for mentoring of the less experienced by more senior members of the work group • Work to maintain and increase work group cohesion

  26. Organizational Stress Management Program Targets Organizational Stress Management and Prevention Programs Targeted at: Outcome of Stress Employee Perceptions / Experience of Stress Work and Non-work Stressors • Physiological • Emotional • Behavioral

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

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

  29. A Person-Environment Fit (P-E fit) Approach Focuses On: (1 of 2) • The extent to which work provides formal and informal rewards that meet the person’s needs • Misfit on this dimension results in stress • The extent to which the employee’s skills, abilities, and experience match the requirements of the job • If the individual’s talents are insufficient for or under-utilized by job requirements, stress results

  30. A Person-Environment Fit (P-E fit) Approach Focuses On: (2 of 2) • By improving the quality of fit between the employee and the organizational environment, stress is eliminated

  31. 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

  32. Employee Assistance Programs: General Program Elements • 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

  33. Wellness Programs • Activities that focus on an employee’s overall physical and mental health • Identify and assist in preventing or correcting specific health problems, health hazards, or negative health habits • Hypertension identification and control • Smoking cessation • Physical fitness and exercise • Nutrition and diet control • Job and personal stress management

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

  35. Key Success Factors for EAP and Wellness Programs: (2 of 2) • Employees must be able to participate freely, without either pressure or stigma • Confidentiality must be strictly adhered to • Employees must have no concerns that participation will in any way affect their standing in the organization

  36. Individual Approaches to StressPrevention and Management: Relaxation Training Cognitive Techniques Biofeedback Meditation

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