5. Stress
• A dynamic condition in which an individual is confronted
with an opportunity, constraint, or demand related to what
he or she desires and for which the outcome is perceived to
be both uncertain and important.
Constraints
Forces that prevent individuals from
doing what they desire.
Demands
The loss of something
desired.
6. Stress
• Challenge Stressor
Stressors associated with work load, pressure to complete
tasks, and time urgency
• Hindrance Stressor
Stressors that keep you from reaching your goals
Demands Resources
Responsibilities, pressures, Things within an individual’s
obligations, and even control that can be used to
uncertainties that individuals resolve demands
face in the workplace
7. Potential Sources of Stress
• Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical
innovations
Terrorism in threats to physical safety and
security
8. Potential Sources of Stress
• Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees
Organizational structure (rules and regulations)
Organizational leadership (managerial style)
Organization’s life stage (growth, stability, or decline)
9. Potential Sources of Stress
• Individual Factors
Family and personal relationships
Economic problems from exceeding earning capacity
Personality problems arising for basic disposition
10. Potential Sources of Stress
• Individual Differences
Perceptual variations of how reality will affect the
individual’s future.
Greater job experience moderates stress effects.
Social support buffers job stress.
Internal locus of control lowers perceived job stress.
Strong feelings of self-efficacy reduce reactions to job
stress.
11. Some people thrive on stressful situations while
others are overwhelmed by them.
Why?
12. 1. Perception
Perception is the process by which we select,
organize and interpret information inputs to create
a meaningful picture of the world.
It will moderate the relationship between potential
stress condition and an employees reaction to it.
13. Stress Potential does not lie in objective conditions.
It lies in an employee’s interpretation of those conditions
14. 2. Job Expereince
Experience on job tends to be negatively
related to work stress due to two reasons:-
(a) Voluntary turnover is more probable among
people who experience more stress.
(b) People eventually develop coping
mechanisms to deal with stress.
15. 3. Social Support
Social support is collegial relationships with co
workers or supervisors.
It acts as a palliative mitigating the negative
effects of even high strain jobs.
16. 4. Personality
Personality is the particular combination of
emotional, attitudinal, and behavioral
response patterns of an individual.
The most widely studied personality trait in
stress is Type A personality, particularly
that aspect which manifests in itself anger
and hostility.
17. Physiological and Psychological Symptoms of Stress
Stress shows itself in a number of ways
High Blood Anxiety Difficult decision Appetite
pressure making Loss
Can be summed up in 3 general categories
Physiological Symptoms Psychological Symptoms Behavioral Symptoms
18. Physiological Symptoms of Stress
Most of the early concern with stress was directed at physiological symptoms
Research was led by specialist in health and medical sciences
These research led to conclusion that stress could cause
Breathlessness
Abnormal Metabolism Increased Heart Beat
High Blood Pressure Headaches Heart Attacks
19. Physiological Symptoms of Stress
The link between stress and particular physiological symptom is not clear
Only a few consistent relationships have been found
Sheer complexity of symptoms and difficulty in measuring them objectively
Example
Stressful job demands are linked to susceptibility to upper respiratory
illness and poor immune system function
This is particular to person with low self - efficacy
Upper respiratory illness Poor Immune System
20. Psychological Symptoms of Stress
Stress can cause dissatisfaction
Job related stress can cause job dissatisfaction
Job Dissatisfaction
Simplest and Most Obvious Tension Anxiety Boredom
psychological effect
Both Stress and Dissatisfaction are increased by jobs that make
Multiple and conflicting demands
Lack of clarity about duties, authorities and responsibilities
Less control over the pace of work
Low levels of variety,
Significance
Autonomy
Feedback etc
26. Unwanted feeling and behaviour
Screaming and shouting.
Anger
Isolation
Poor eye contact
Much of interpersonal conflict
Increased tendency of suicide
Increased smoking and consumption of alcohol
Sleeping disorder
Rapid speech and fidgeting
27. Physiological diseases
Head ache, dizziness, blurred vision
Increased blood pressure
Cardiovascular disease, increased heart and
breathing rate
High blood sugar and cholesterol
Aching neck and shoulders, increased muscle
pain
28. Psychological diseases
Depression and anxiousness
Short-temperament
Passiveness and aggressiveness
Lose of self confidence and self esteem
Inability to take sound decisions
29. A recent research shows
anywhere from 2/3rd of the
illness in humans is stress
related.
30. Organizational level
• Job dissatisfaction
• Lower productivity, decreased quality and
quantity of work
• Less organizational commitment
• Intention to leave the job, high labour turnover
• Absenteeism
• Performance and productivity losses/ low quality
of product and services
• Increasing complaints from customers
• Higher sick leave
• Loss of valuable staff, permanent vacancies,
premature retirement.
31.
32. World health organisation has labelled
stress as worldwide epidemic. According
to recent study, today workplace stress is
estimated to cost companies more than $300
billion a year in poor performance,
absenteeism and health cost.
33.
34. Stress Management (??)
•It is the amelioration of stress and especially
chronic stress often for the purpose of improving
everyday functioning.
•Stress produces numerous symptoms which vary
according to persons, situations, and severity.
These can include physical health decline as well
as depression
35. Stress - Different Perspectives
• Organizations’ View -> Low to moderate stress
increases employee performance
• High levels of stress or even sustained low
levels over long periods can lead to adverse
effects
• Individuals’ Standpoint -> Even low stress is
perceived as undesirable excessive pressure
36. Stress management: Individual Approach
“Taking personal responsibility for own well being“
Time
managemen
t techniques
Non
competitive
physical
exercise
ABC
strategy:
Relaxation
training
Awareness
Balance
Control
Expanding
social
network