Description
The report describes on stress and components of stress.
STRESS MANAGEMENT
Dr. M.C.Agarwal Dr. M.C.Agarwal
Stress Management
What is Stress? Stress is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.
Stress Management
Components of Stress: Stress is not necessarily bad itself. Although stress is typically discussed in a negative context, it also has a positive value. Many professionals see the pressures of heavy work loads and deadlines as positive challenges that enhance the quality of their work and the satisfaction they get from their job. Many professionals see the pressures of heavy work y p p y loads and deadlines as positive challenges that enhance the quality of their work and the satisfaction they get from their job. j
Stress Management
Challenge stressors – or stressors associated with work load, pressure to complete tasks, and time urgency?operate quite differently from hindrance stressors – or stressors that keep you from reaching your goals ( d tape, office politics, confusion over l (red ffi li i f i job responsibilities. Evidence suggests that challenge stressors are less harmful (produce less strain) then hindrance stressors.
Stress Management
Stress is associated with demands and resources. Demands are responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace. Resources are things within an i di id l’ control that can b hi i hi individual’s l h be used to resolve the demands.
Stress Management
When you undergo your annual performance review at work you feel stress because you confront work, opportunities and performance pressures. A good performance review may l d t a promotion, greater f i lead to ti t responsibilities, and a higher salary. A poor review may prevent you f from getting a promotion. A i i An extremely poor review might even result in your being fired. If you are prepared, placing the review in perspective, or obtaining social support – you will feel less stress.
Stress Management
Research suggests that adequate resources help reduce th stressful nature of d d the t f l t f demands when d h demands and resources match. For example, if emotional demands are stressing you, then having emotional resources in the form of social support is especially important.
A Model of Stress
Potential Sources
Environmental Factors
? Economic uncertainty ? Political uncertainty ? Technological change Individual differences
Consequences
Physiological symptoms y g y p ? Headaches
? High blood pressure ? Heart disease
? Perception ? Job experience Job experience ? Social support ? Belief in locus of control ? Self efficacy Self?efficacy ? Hostility
Organizational Factors ?Task demands ?Role demands ? Interpersonal demands
Psychological symptoms ? Anxiety
Experienced stress
? Depression ? Decrease in job satisfaction
Personal Factors ? Family problems ? Economic problems ? Personality
Behavioral symptoms ? Productivity
? Absenteeism ? Turnover Turnover
Potential Sources of Stress
• Environmental Factors – – Changes in the business cycle create economic g y uncertainties. When the economy is contracting, for example, people become increasingly anxious about their job security. j y – Political uncertainties tend to create stress among employees. p y – Technological change is a third type of environmental factor that can cause stress stress. Because new innovations can make an employee’s skills and experience obsolete in a very short time.
Potential Sources of Stress
• Organizational Factors – Task demands are factors related to a person’s job. They include the design of the individual’s job (autonomy, task variety, degree of automation), working conditions, and the physical work layout can put pressure on people. t l
Potential Sources of Stress
• Organizational Factors –
Role demands relate to pressure placed on person as a function of the particular role she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy Role overload is satisfy. experienced when the employee is expected to do more than time permits Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Interpersonal d l demands are pressure created b other d d by h employees. Lack of social support from colleagues and poor interpersonal relationship can cause stress stress.
Potential Sources of Stress
• Personal Factors – l People hold family and personal relationship dear. Marital difficulties, the breaking off a relationship, and discipline trouble with children are examples of relationship problems that create stress f l i hi bl h for employees. Economic problems ? some people are poor money managers or have wants that always seem to exceed their earning capacity.
Potential Sources of Stress
• Personal Factors – Some people may have an inherent tendency to accentuate negative aspects of the world in g general. A significant individual factor that g influences stress is a person’s basic disposition. That is a stress symptoms expressed on the job may actually originate in the person’s personality
Potential Sources of Stress
• Individual Differences– – What individual difference variables moderate the What individual difference variables moderate the relationship between potential stressors and experienced stress. These variables are perception, job experience, social support and personality – Employees react in response to their perception of reality rather than reality itself.
Potential Sources of Stress
• Individual Differences– – Perception will moderate the relationship between a potential stress condition and an employee’s reaction to it. For example, one person’s fear that he’ll lose his job because his company is laying off personnel may be perceived by another as an opportunity t get a l t it to t large severance allowance and ll d start his own business. – Experience on the job tends to be negatively related to work stress. Two explanations have been offered.
Potential Sources of Stress
– First is the idea of selective withdrawal. Voluntary turnover is more probable among people who experience more stress. Therefore, people who remain with an organization longer are those with more stress?resistant traits or those who are more i i h h resistant to the stress characteristics of their organization. Second, organization Second people eventually develop coping mechanisms to deal with stress. Because this takes time, senior members of the organization , g are more likely to be fully adapted and should experience less stress.
Potential Sources of Stress
– Social support –that is, collegial relationships with coworkers or supervisors – can buffer the impact k i b ff th i t of stress. – The logic underline this moderating variable is that social support acts as a palliative, mitigating the negative effects of even high?strain jobs. negative effects of even high?strain jobs – Personality affects the degree to which people y g p p experience stress and how they cope with it.
Potential Sources of Stress
– Perhaps the most widely studied personality traits p y p y in stress is type A personality. – More specially, people who are quick to anger, maintain a persistently hostile outlook, and project a cynical mistrust of others are at increased risk of experiencing stress in situations.
Consequences of Stress Management
• Physiological symptoms – stress could create changes in metabolism increase heart and metabolism, breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. Psychological Symptoms – Stress can cause dissatisfaction. J b l t d stress can cause j b di ti f ti Job?related t job related dissatisfaction. But stress shows itself in other psychological states?for instance tension states for instance, tension, anxiety, irritability, boredom, and procrastination.
Consequences of Stress Management
• Behavioral symptoms – Behavior?related stress Behavior related symptoms include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid g p , p speech, fidgeting, and sleep disorders.
Managing Stress
– Individual Approaches – An Employee can take personal responsibility for reducing stress levels. Individual strategies that have proven effective include techniques, implementing increasing time?management physical exercise,
relaxation training, and expanding the social g, p g support network.
Managing Stress
– Organizational Approaches ? Several of the factors that cause stress? particularly task and role demands –are controlled by management. As such, they can be modified or changed. Strategies that management might want to consider include improved personnel selection and job placement, training, use of realistic goal setting, redesigning of jobs, increased employee involvement, improved organizational communication, offering employee sabbaticals, and establishment of corporate wellness programs.
Managing Stress
Three questions to answer – 1. Do the causes of stress vary across countries? – 2 Do the outcomes of stress vary across 2. Do the outcomes of stress vary across cultures? – 3. Do the factors that lessen the effects of y y stress vary by culture?
doc_376358255.pdf
The report describes on stress and components of stress.
STRESS MANAGEMENT
Dr. M.C.Agarwal Dr. M.C.Agarwal
Stress Management
What is Stress? Stress is a dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.
Stress Management
Components of Stress: Stress is not necessarily bad itself. Although stress is typically discussed in a negative context, it also has a positive value. Many professionals see the pressures of heavy work loads and deadlines as positive challenges that enhance the quality of their work and the satisfaction they get from their job. Many professionals see the pressures of heavy work y p p y loads and deadlines as positive challenges that enhance the quality of their work and the satisfaction they get from their job. j
Stress Management
Challenge stressors – or stressors associated with work load, pressure to complete tasks, and time urgency?operate quite differently from hindrance stressors – or stressors that keep you from reaching your goals ( d tape, office politics, confusion over l (red ffi li i f i job responsibilities. Evidence suggests that challenge stressors are less harmful (produce less strain) then hindrance stressors.
Stress Management
Stress is associated with demands and resources. Demands are responsibilities, pressures, obligations, and even uncertainties that individuals face in the workplace. Resources are things within an i di id l’ control that can b hi i hi individual’s l h be used to resolve the demands.
Stress Management
When you undergo your annual performance review at work you feel stress because you confront work, opportunities and performance pressures. A good performance review may l d t a promotion, greater f i lead to ti t responsibilities, and a higher salary. A poor review may prevent you f from getting a promotion. A i i An extremely poor review might even result in your being fired. If you are prepared, placing the review in perspective, or obtaining social support – you will feel less stress.
Stress Management
Research suggests that adequate resources help reduce th stressful nature of d d the t f l t f demands when d h demands and resources match. For example, if emotional demands are stressing you, then having emotional resources in the form of social support is especially important.
A Model of Stress
Potential Sources
Environmental Factors
? Economic uncertainty ? Political uncertainty ? Technological change Individual differences
Consequences
Physiological symptoms y g y p ? Headaches
? High blood pressure ? Heart disease
? Perception ? Job experience Job experience ? Social support ? Belief in locus of control ? Self efficacy Self?efficacy ? Hostility
Organizational Factors ?Task demands ?Role demands ? Interpersonal demands
Psychological symptoms ? Anxiety
Experienced stress
? Depression ? Decrease in job satisfaction
Personal Factors ? Family problems ? Economic problems ? Personality
Behavioral symptoms ? Productivity
? Absenteeism ? Turnover Turnover
Potential Sources of Stress
• Environmental Factors – – Changes in the business cycle create economic g y uncertainties. When the economy is contracting, for example, people become increasingly anxious about their job security. j y – Political uncertainties tend to create stress among employees. p y – Technological change is a third type of environmental factor that can cause stress stress. Because new innovations can make an employee’s skills and experience obsolete in a very short time.
Potential Sources of Stress
• Organizational Factors – Task demands are factors related to a person’s job. They include the design of the individual’s job (autonomy, task variety, degree of automation), working conditions, and the physical work layout can put pressure on people. t l
Potential Sources of Stress
• Organizational Factors –
Role demands relate to pressure placed on person as a function of the particular role she plays in the organization. Role conflicts create expectations that may be hard to reconcile or satisfy Role overload is satisfy. experienced when the employee is expected to do more than time permits Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. Interpersonal d l demands are pressure created b other d d by h employees. Lack of social support from colleagues and poor interpersonal relationship can cause stress stress.
Potential Sources of Stress
• Personal Factors – l People hold family and personal relationship dear. Marital difficulties, the breaking off a relationship, and discipline trouble with children are examples of relationship problems that create stress f l i hi bl h for employees. Economic problems ? some people are poor money managers or have wants that always seem to exceed their earning capacity.
Potential Sources of Stress
• Personal Factors – Some people may have an inherent tendency to accentuate negative aspects of the world in g general. A significant individual factor that g influences stress is a person’s basic disposition. That is a stress symptoms expressed on the job may actually originate in the person’s personality
Potential Sources of Stress
• Individual Differences– – What individual difference variables moderate the What individual difference variables moderate the relationship between potential stressors and experienced stress. These variables are perception, job experience, social support and personality – Employees react in response to their perception of reality rather than reality itself.
Potential Sources of Stress
• Individual Differences– – Perception will moderate the relationship between a potential stress condition and an employee’s reaction to it. For example, one person’s fear that he’ll lose his job because his company is laying off personnel may be perceived by another as an opportunity t get a l t it to t large severance allowance and ll d start his own business. – Experience on the job tends to be negatively related to work stress. Two explanations have been offered.
Potential Sources of Stress
– First is the idea of selective withdrawal. Voluntary turnover is more probable among people who experience more stress. Therefore, people who remain with an organization longer are those with more stress?resistant traits or those who are more i i h h resistant to the stress characteristics of their organization. Second, organization Second people eventually develop coping mechanisms to deal with stress. Because this takes time, senior members of the organization , g are more likely to be fully adapted and should experience less stress.
Potential Sources of Stress
– Social support –that is, collegial relationships with coworkers or supervisors – can buffer the impact k i b ff th i t of stress. – The logic underline this moderating variable is that social support acts as a palliative, mitigating the negative effects of even high?strain jobs. negative effects of even high?strain jobs – Personality affects the degree to which people y g p p experience stress and how they cope with it.
Potential Sources of Stress
– Perhaps the most widely studied personality traits p y p y in stress is type A personality. – More specially, people who are quick to anger, maintain a persistently hostile outlook, and project a cynical mistrust of others are at increased risk of experiencing stress in situations.
Consequences of Stress Management
• Physiological symptoms – stress could create changes in metabolism increase heart and metabolism, breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. Psychological Symptoms – Stress can cause dissatisfaction. J b l t d stress can cause j b di ti f ti Job?related t job related dissatisfaction. But stress shows itself in other psychological states?for instance tension states for instance, tension, anxiety, irritability, boredom, and procrastination.
Consequences of Stress Management
• Behavioral symptoms – Behavior?related stress Behavior related symptoms include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid g p , p speech, fidgeting, and sleep disorders.
Managing Stress
– Individual Approaches – An Employee can take personal responsibility for reducing stress levels. Individual strategies that have proven effective include techniques, implementing increasing time?management physical exercise,
relaxation training, and expanding the social g, p g support network.
Managing Stress
– Organizational Approaches ? Several of the factors that cause stress? particularly task and role demands –are controlled by management. As such, they can be modified or changed. Strategies that management might want to consider include improved personnel selection and job placement, training, use of realistic goal setting, redesigning of jobs, increased employee involvement, improved organizational communication, offering employee sabbaticals, and establishment of corporate wellness programs.
Managing Stress
Three questions to answer – 1. Do the causes of stress vary across countries? – 2 Do the outcomes of stress vary across 2. Do the outcomes of stress vary across cultures? – 3. Do the factors that lessen the effects of y y stress vary by culture?
doc_376358255.pdf