REDUCE YOUR STRESS IN WORKPLACE

1. IT IS A PERCEIVED DYNAMIC SITUATION OR
STATE OF MEN IN THE ORGANIZATION
INVOLVING UNCERTAINTY ABOUT
ANYTHING OR ANY SITUATION OF
IMPORTANCE TO PERCEIVE BY PERSON OR
GROUP OF PERSONS

2. GENERALIZED EFFECTS OFGENERALIZED EFFECTS OF
STRESSSTRESS
Organizational stress may generate a positive effect
(challenging attitude) or may precipitate a negative effect
(frustrating and discouraging mental state). It is generated by
person-environment transaction (frustrating and discouraging
mental state). It is generated by person-environment
transaction (reciprocal interaction) in relation to personal needs
and values and sociopsychological conditions. (Schuler, 1984).
The more events (across situations and over time) in the
organization are perceived as stressful, the more stress is felt.
Negative events can be associated with the automatic nervous
system and central nervous system.
According to Schuler (1984), prolonged exposure to
uncertainty in organizational in organizational environment and
situation make the involved person(s) a victim of stress.

3. SCHULER INTEGRATIVE TRANSACTIONALPROCESS MODELSCHULER INTEGRATIVE TRANSACTIONALPROCESS MODEL
Environmental
Stressors
Individual
Perception Stress
Responses of the
perceiver
Individual
Perception
Long Short
Psychophysical
disturbance
Exhaustion
Breakdown
Reflect on
individuals Reflect on
individuals
Ability/ Efficiency/
Self-Reliance/
Goodwill/ Lifestyle/
Accident
Fitness/ Lifestyle/
Social support/
Self-Esteem/
Integrity
Depends on individual
characteristics in
relation to
Organizational
life
Individual
qualities
Roll/ Worthiness/
Human relations/
Career
Needs/ Values/
Type/ Abilities/
Focus on control
behavior/ Life
changes

4. FACTORS ASSOCIATED WITHFACTORS ASSOCIATED WITH
MANAGERIAL STRESSMANAGERIAL STRESS
(Reported by Cooper, Howard, McLean & Warshaw)(Reported by Cooper, Howard, McLean & Warshaw)
(i) Consequences of decision making
(ii) Responsibility for people
(iii) Heavy demand for cooperation- with superiors and
subordinates
(iv)Time pressure
(v) Fear for failure
(vi)Fear for poor performance
(vii)Mid-career crisis or stagnancy
(viii)Lack of power/ prestige
(ix)Managing workforce with rapidly changing values

5. SYMPTOMS OF MANAGERIALSYMPTOMS OF MANAGERIAL
STRESSSTRESS
(Reported by Martindale, 1977)(Reported by Martindale, 1977)
(i) Ulcers
(ii) High blood pressure
(iii) Arthritis
(iv)Colitis
(v) Headache
(vi)Allergy
(vii)Stomach upset
(viii)Alcoholism
(ix)Depression
(x) Acute anxiety

6. COPING- DEALING WITH STRESSCOPING- DEALING WITH STRESS
Coping is defined as “efforts to manage (control, tolerate,
reduce and minimize) conflicting environmental and internal
demands which tax upon or exceeds a person’s resources
(limits)” (Lazarus, 1978).
Coping Behavior
“Protects people from psychologically harmed by
problematic social experience” (Pearlin & Schooler, 1978).
Coping Strategy
Aims at moderating stressor in the environment as per as
practicable, to protect the victim and control victimization
from the adverse effect of any stressor and its negative
outcome (yet to take advantage of its positive outcome).

7. POSSIBLE SOURCES OFPOSSIBLE SOURCES OF
ORGANISATIONAL STRESSORGANISATIONAL STRESS
(i) Lack of cooperative group participation
(ii) Poor interpersonal relationship
(iii) Poor communication
(iv)Restriction of behavior
(v) Highly limited opportunity for advancement
(vi)Inequity in pay and performance appraisal

8. POSSIBLE STRATIGIES TO REDUCEPOSSIBLE STRATIGIES TO REDUCE
OR ELIMINATE ORGANISATIONALOR ELIMINATE ORGANISATIONAL
STRESSSTRESS(i) Clarification of transfer and promotion policies
(ii) Decentralization and increased participation
(iii) Change in the selection and placement policies
(iv)Change in the procedure and network communication
(v) Change in the reward system
(vi)Utilization of training and development progrmme
(vii)Statement of performance evaluation system
(viii)Development and utilization of permanent and
temporary work group
(ix)Change in shift pattern and job rotation policies