managing stress and work- life balance chapter 9 sixth edition jennifer m. george & gareth r....
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Managing Stress and Work-Life Balance
Understanding and Managing
Organizational Behavior
Chapter 9
Sixth EditionJennifer M. George & Gareth R. Jones
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-1
Learning Objectives
• Describe how the experience of stress is
based on employees’ perceptions and
influenced by individual differences
• Appreciate the fact that stress can have both
positive and negative consequences for
employees and their organizations
9-2Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
• Be aware of stressors that can arise from employees’ personal lives, their jobs, their work groups and organizations, the pursuit of work-life balance, and uncertainty in the wider environment
• Describe problem-focused and emotion-focused coping strategies for individuals
• Describe problem-focused and emotion-focused coping strategies for organizations
9-3Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Job Losses & Its Consequences
What effects does job loss have on
employees and their families?
Mounting levels of stress for employees Mental & physical well-being
Loss of house
Conflicts with friends and family
9-4Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What Is Stress?
Stress is the
experience of
opportunities or
threats that people
perceive as important
and also perceive they
might not be able to
handle or deal with
effectively9-5Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Key Aspects of Stress
• Stress can originate from opportunities and threats
• The opportunities or threats that cause stress are important to the person in question
• The person who is experiencing the threat or opportunity is uncertain as to whether he or she can effectively handle the situation
• Stress is rooted in perception
9-6Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Individual Differences and Stress
Personality Ability
9-7Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Personality and Stress
Self-esteem
Type A
Locus of control
Neuroticism
Extraversion
Openness to
experience
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-8
Consequences of Stress
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-9
PhysiologicalConsequences
BehavioralConsequences
PsychologicalConsequences
Signs of Burnout
Feelings of
Low personal accomplishment
Emotional exhaustion
Depersonalization
9-10Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
A Stress Quiz
• Conditions at work are unpleasant or even unsafe.
• I feel that my job is making me physically or emotionally sick.
• I have too much work or too many unreasonable deadlines.
• I can’t express my opinions or feelings about my job to my boss.
• My work interferes with my family or personal life.
• I have no control over my life at work.• My good performance goes unrecognized and
unrewarded.• My talents are underutilized at work. 9-11Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
An Inverted U Relationship Between Stress and Performance
9-12Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Exhibit 9.1
Sources of Stress
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Job Responsibilities
Personal Life
Membership in Groups
Work-Life Balance
EnvironmentalUncertainty
Personal Sources of Stress
Minor Life Events Getting a speeding
ticket Have trouble with your
in-laws Getting caught in
traffic Going on vacation Getting a new
assignment at work
Major Life Events Death of a loved one Divorce Serious illness Getting arrested Getting married Buying a house Having a baby
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-14
Job-Related Stressors
• Role conflict
• Role ambiguity
• Overload
• Underload
• Challenging assignments
• Economic well-being and job security
9-15Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Group- and Organization-Related Stressors
• Cultural differences
• Uncomfortable working conditions
• Unsafe working conditions
• Mergers and acquisitions
9-16Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Work-Life Balance
Elder care
Child care
Value conflict
9-17Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Environmental Uncertainty
• Global instability
• Aftermath of war and terrorism
• SARS
• Corporate scandals
• Exposure to toxins
9-18Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Coping Strategies for Individuals
Emotion-focused
Exercise
Meditation
Social support
Clinical counseling
Problem-focused
Time management
Mentoring
Role negotiation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-19
Time-Management Steps
• Make lists of all tasks to accomplish
during day
• Prioritize tasks
• Estimate length of time required to
complete each task
9-20Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Nonfunctional Coping Strategies
• Eating
• Drinking
• Taking drugs
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-21
Coping Strategies for Organizations
Emotion-focusedOn-site exercise
facilities
Organizational
support
Employee assistance
programs
Personal days/
sabbaticals
Problem-focusedJob redesignJob rotationUncertainty reductionJob securityCompany day careFlextime/job sharingTelecommuting
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-22
OB Today: Alleviating Stress Through Organizational Support
• Layoffs especially stressful at small companies.
• Close personal relationships develop making layoffs more difficult.
To boost morale Companies show employees support by:
• Helping laid off employees find new jobs.
• Give current employees extra incentives on the job.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 23
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Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9-24