chapter 7 nelson & quick stress and well-being at work

Chapter 7Nelson & Quick

Stress and Well-Being at Work

What is Stress?

Stress - the unconscious preparation to fight or flee that a person experiences when faced with any demand

Stressor - the person or event that triggers the stress response

Distress - the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events

Strain – distressHomeostasis – a steady state of bodily functioning and

equilibrium

A Model of Stress

Potential Sources Consequences

Environment:Environment:economic uncertaintyeconomic uncertaintypolitical uncertaintypolitical uncertainty

Organization:Organization:Job demands, Job demands,

Resources, change,Resources, change,Difficult bossDifficult boss

Individual Factors:Individual Factors:Family problems,Family problems,

personalitypersonality

IndividualIndividualDifferences:Differences:

Social support,Social support,experienceexperience

Psychological:Psychological:Tension, irritability,Tension, irritability,

anxietyanxiety

Physiological:Physiological:Muscular tension,Muscular tension,Weakens immune Weakens immune

system, cardiovascular system, cardiovascular disordersdisorders

Behavioral:Behavioral:Sleep troubles, Sleep troubles,

Absence,Absence, substance abusesubstance abuse

ExperiencedExperiencedStressStress

Prentice-Hall, 2001, Ch. 18

4 Stress Approaches: Homeostatic/Medical Approach

Homeostasis

FightFlight

External environmental demand

+

=

Individuals differ in their appraisal of events & people

What is stressful for one person is not for another Perception and cognitive appraisal determines what

is stressful

4 Stress Approaches: Cognitive Appraisal Approach

Problem-focused copingemphasizes managing the stressor

Emotion-focused copingemphasizes managing your response

No undue stress Good person-environment fit: a person’s skills & abilities match a clearly defined, consistent set of role expectations

Stress, strain, and depression occur when role expectations are confusing and/or conflicting, or when the person’s skills & abilities do not meet the demands of the social role

4 Stress Approaches: Person-Environment Fit Approach

4 Stress Approaches: Psychoanalytic Approach

Ego Ideal - the embodiment of a person’s perfect

self

= the difference between ego ideal and

self-image

Self-Image - how a person sees oneself,

both positively & negatively

The Stress Response

• Blood redirected from the skin & internal organs to brain and large muscles

• Increased alertness: improved vision, hearing, & other sensory responses

• Release of glucose & fatty acids for sustenance

• Depression of immune system, digestion, & similar restorative processes

Release of chemical

messengers, primarily

adrenaline, into the

bloodstream

Sympathetic nervous system

& theendocrine

(hormone) system activated

Sources of Stress at Work

Work Demands TTaasskk DDeemmaannddss RRoollee DDeemmaannddss

Change & uncertainty Lack of control Career progress New technologies Work overload/underload

Role conflict: Interrole Intrarole Person-role

Role ambiguity IInntteerrppeerrssoonnaall DDeemmaannddss PPhhyyssiiccaall DDeemmaannddss

Abrasive personalities Sexual harassment Leadership styles

Extreme environments Strenuous activities Hazardous substances

Stress Sources at Work

NonWork Demands FFaammiillyy DDeemmaannddss PPeerrssoonnaall DDeemmaannddss

Marital expectations Child-rearing/day care arrangements Parental care

Religious activities Self-improvement tasks Traumatic events

Yerkes-Dodson Law

Performance arousalHigh

Low

Low(distress)

Optimum(eustress)

High(distress)

Stress levelStress level

Boredom fromunderstimulation

Optimumstress load

Conditions perceived

as stressful

Distress fromoverstimulation

Stress Benefits and Costs

Benefits of Healthy, Normal Stress (Eustress) PPeerrffoorrmmaannccee HHeeaalltthh

Increased arousal Bursts of physical strength

Cardiovascular efficiency Enhanced focus in an emergency

Costs of Distress IInnddiivviidduuaall OOrrggaanniizzaattiioonnaall

Psychological disorders Medical illnesses Behavioral problems

Participation problems Performance decrements Compensation awards

Positive Stress/Negative Stress

Stress response itself is neutral Some stressful activities (aerobic exercise, etc.) can

enhance a person’s ability to manage stressful demands or situations

Stress can provide a needed energy boost Negative stress results from

a prolonged activation of the stress response mismanagement of the energy induced by the

response unique personal vulnerabilities

Individual Stress

Work-related psychological disordersWork-related psychological disorders(depression, burnout, (depression, burnout,

psychosomatic disorders)psychosomatic disorders)

Medical illness

(heart disease, strokes,

headaches, backaches)

Behavioral problems

Behavioral problems(substance abuse,

(substance abuse,violence, accidents)

violence, accidents)

Individual Stress

79% of workers report that 1995 was one of the most stressful years ever (Dale Carnegie survey) Work-related issues were the strongest source of

stressNot doing the type of work you want was the major

source of stressKaroshi (Japanese): “Sudden death by heart attack

triggered by overwork” Japan is high on uncertainty avoidance, thus working hard

is one way to reduce uncertainty because the harder you work the more productive your company should be

How Employee Stress Can Impact the Organization

Participative Problems - a cost associated with absenteeism, tardiness, strikes & work stoppages, & turnover

Performance Decrement - a cost resulting from poor quality or low quantity of production, grievances, & unscheduled machine downtime & repair

Compensation Award - an organizational cost resulting from court awards for job distress

Dealing with Stress

Achilles’ heel phenomenon - - a

person breaks down at his or her weakest point

Type A Behavior Patterns

Type A Behavior Patterns - a complex of personality and behavior characteristics sense of time urgency

“hurry sickness” quest for numbers (of

achievements) status insecurity aggression & hostility expressed in

response to frustration & conflict

Personality Hardiness

Personality Hardiness - a personality resistant to distress & characterized by the 3 C’s:

CHALLENGE (versus threat) Disruptions that create stress in others are

instead viewed as an opportunity for growth rather than a threat to security

This is a great challenge – stress is viewed as a necessary step toward learning

COMMITMENT (versus alienation) Believe in importance of what they do Sense of purpose to their activities

Recall, the most prevalent source of stress was not doing the type of work you want

CONTROL (versus powerlessness) Feeling in control of your life

Personality Hardiness, cont’d

TimeTimeManagementManagement

TimeTimeManagementManagement

SocialSocialSupportSupportSocialSocial

SupportSupportRelaxationRelaxation

TrainingTrainingRelaxationRelaxation

TrainingTraining

PhysicalPhysicalExerciseExercisePhysicalPhysicalExerciseExercise

Prentice-Hall, 2001, Ch. 18

Individual Stress Management

Social Support at Work & Home

Individual

OrganizationalSupervisorColleagues

SubordinatesClients

FamilySpouse ChildrenParents In-laws

ChurchMinister/Rabbi

FriendsSupport groups

ClubsBusiness associations

Social clubsAthletic groups

ProfessionalPhysicians

PsychologistsCounselors

Lawyers

SOURCE: From J. C. Quick J. D. Quick, D. L. Nelson and J. J. Hurrell, Jr., in Preventive Stress Management in Organizations, 1997, p. 198. Copyright© 1997 by The American Psychological Association. Reprinted with permission.

Preventative Stress Management - an organizational philosophy that holds that people & organizations should take joint responsibility for promoting health and preventing distress & strain

Primary Prevention - designed to reduce, modify, or eliminate the demand or stressor causing stress

Secondary Prevention - designed to alter or modify the individual’s or the organization’s response to a demand or stressor

Tertiary Prevention - designed to heal individual or organizational symptoms of distress & strain

Preventative Stress Management

Individual Preventive Stress Management

Primary Prevention Learned optimism: Alters the person’s internal self-talk & reduces

depression Time management: Improves planning & prioritizes activities Leisure time activities: Balance work & non-work activities

Secondary Prevention Physical exercise: Improves cardiovascular function & muscular

flexibility Relaxation training: Lowers all indicators of the stress response Diet: Lowers the risk of cardiovascular disease &

improves overall physical health

Tertiary Prevention Opening up: Releases internalized traumas & emotional

tensions Professional help: Provides information, emotional support, &

therapeutic guidance

Organizational Stress Prevention

Focuses on people’s work demands Focuses on ways to reduce distress at work Most organizational prevention is primary

job redesign goal setting role negotiation social support systems

Organization Stress Management

OrganizationalCommunicationOrganizational

CommunicationEmployee

InvolvementEmployee

Involvement

Selectionand Placement

Selectionand Placement

JobRedesigning

JobRedesigning

WellnessProgramsWellnessPrograms

Employee AssistancePrograms

Employee AssistancePrograms

Prentice-Hall, 2001, Ch. 18

Discussion Questions

Why should organizations help individuals manage stress?

Isn’t stress basically the individual’s responsibility?

Discussion Questions

Is there more stress today than in past generations? What evidence is available concerning this

question?