Performance and Organisational stress What is performance?

Performance is defined as an activity in which an individual is able to accomplish successfully the task/goal assigned, subject to normal constraint of the reasonable utilisation of available resources.(Jamal 1984).

Performance and Organizational stress Performance is defined as the outcomes and

accomplishments valued by the organization or system that one works in.

INTRODUCTION Each individual is exposed to a range of stressors

both at work and in their personal lives which ultimately affect his or her performance.

Pressure at work can be positive leading to

increased productivity.

However, when this pressure becomes excessive it

has a negative impact. The individual perceive themselves as being unable to cope and not to possess the necessary skills to combat their stress. Stress is acknowledged to be one of the main causes of absence from work (Mead, 2000).

INTRODUCTION• The occupational stressors can be categorized

into four major groups.• Firstly, the working conditions, including shift

and week-end work, inadequate remuneration, hours of work, discrimination and safety at the work environment.

• Secondly, relationships at work including quality of relationships with peers, subordinates and supervisors.

• Thirdly, role conflict and ambiguity including ill-defined role, functions, expectations, and duties.

INTRODUCTION

Fourthly, organization structure and climate which includes communication policy and practice, major changes in the workplace, culture of the organization, and lack of participation in decision-making. Another cause is career development including under utilization of skills or failing to reach full potential.

Another contributing factor is the nature of the job which might amount to an immense amount of physical and emotional exhaustion

Inverted-U Theory of Stress and Job Performance Job performance has studied in relation to

organisational stress and quite inconsistent findings have emerged

Three types of relationships have emerged from findings:Positive linear relationshipNegative linear relationshipInverted U relationship.

Po s itive line a r re la tio ns hip :

In a positive linear relationship between stress and job performance, stress is equated with challenge to be treated as the occasion for constructive activity and high performance.

Positive linear relationship

Po s itive line a r re la tio ns hip

In a positive linear relationship between stress and job performance, stress is equated with challenge to be treated as the occasion for constructive activity and high performance.

At low level of stress the individual faces little challenge, he would not display an improved performance.

At moderate level of stress, the individual is slightly aroused in the terms of challenge, thus he/she is slightly expected to show improved performance.

Po s itive line a r re la tio ns hip

At a high level of stress, the individual experiences substantial arousal thus would be expected to display high improved performance.

Ne g a tive line a r re la tio ns hip A negative linear relationship between stress and performance implies

that stress is a noxious stimulus, aversive to most individuals. Those facing stress would waste most of their energy in coping with

stress. Their performance would be negatively affected.

Negative linear relationship

Inve rte d U Re la tio ns hip It is evident that a high degree of stress results in decrease in the

level of performance.Low levels of stress cause bored room and results in lack of

stimulation, motivation and challenge are associated with low levels of performance.As level of stress the performance is higher.

A moderate degree of stress stimulates one to face challenge and is necessary for higher level of performance. However a moderate stress over a long period may prove more harmful than a short time high level of stress.

STRESS AND JOB PERFORMANCE

Co p ing with s tre s sCoping:

“Co p ing is us e d to d e no te the wa y o f d e a ling with s tre s s o r e ffo rts to m a s te r c o nd itio ns o f ha rm , thre a t o r cha lle ng e ” .

“The p ro c e s s o f a na ly s is a nd e va lua tio n to d e c id e ho w to p ro te c t o ne s e lf a g a ins t the d ive rs e e ffe c ts o f a ny s tre s s o r a nd a s s o c ia te d ne g a tive o utc o m e , y e t to ta ke a d va nta g e o f its p o s itiv e o utc o m e s ” .

Stre s s c o p ing s tra te g ie sInd iv idua l

O rg a nis a tio na l

Stre s s c o p ing s tra te g ie sIndividual and organizational stress coping strategies have been

further divided into 3 groups:

Stress reduction strategiesStress resilience strategiesStress recuperation strategies

Stre s s re duc tio n s tra te g ie s

Aims to decrease the number of stressors affecting a person.

Stre s s re s ilie nc e s tra te g ie s

Tries to increase the persons ability to endure stressors and not feel the dysfunctional results.

Stre s s re c up e ra tio n s tra te g ie s

Aims to help the person bounce back from stress with methods that are not physically harmful.

Ind iv idua l Stre s s c o p ing s tra te g ie sStre s s Re duc tio n s tra te g ie s :

Simple and effective planningTime managementDelegation of authorityDevelopment of network and social supportChoosing or altering the work environment

Ind iv idua l Stre s s c o p ing s tra te g ie sStre s s Re s ilie nc e s tra te g ie s :

ExerciseGood nutritional habitsRegular physical checkups

Ind iv idua l Stre s s c o p ing s tra te g ie sStre s s Re c up e ra tio n s tra te g ie s :Me dita tio nTra ns c e nd e nta l m e d ita tio nAntig e nic tra iningBio fe e dba c kPro g re s s ive re la x a tio nVip a s a naYo g a

Stre s s Re cup e ra tio n s tra te g ie s :

DiversionBalanced work/non work lifestyleGetting adequate restGoing for vacationsAdopting a hobby Participating in enjoyable activities

O rg a nis a tio na l s tre s s c o p ing s tra te g ie s

Ide ntify a nd the n m o d ify o r e lim ina te wo rk s tre s s o rs (Stress Reduction)

He lp e m p lo y e e s m o d ify the ir p e rc e p tio ns a nd und e rs ta nd ing o f wo rk s tre s s (Stress Resilience)

He lp e m p lo y e e s to c o p e m o re e ffe c tiv e ly with c o ns e q ue nc e s o f s tre s s (Stress Recuperation)

O rg a niz a tio na l s tre s s c o p ing s tra te g ie s

Stre s s Re duc tio n Stra te g ie s :Changes in wider organizational Environment: This could be made through:Struc tura l Re o rg a niz a tio nCre a ting a s up p o rtive o rg a niz a tio na l c lim a teRe duc ing c o nflic t a nd c la rify o rg a niz a tio na l ro le sPhys ic a l wo rk c o nd itio ns a nd p hys ic a l la y o utO rg a nis a tio na l d e s ig ns

Stre s s Re duc tio n Stra te g ie sCha ng e s in na ture o f jo b :

Jo b re d e s ig nJo b e nla rg e m e nt a nd e nrichm e ntJo b c la rity

Stre s s Re s ilie nc e a nd re c up e ra tio n Stra te g ie s

Tra iningWe llne s s p ro g ra mCo uns e ling a nd d e ve lo pm e nt p ro g ram s