HBO Handout Chapter 9 (Managing Individual Stress)

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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ChapterChapter

Managing Individual Stress

Managing Individual Stress

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What is Stress? (1 of 4)What is Stress? (1 of 4)

• Stress: • an adaptive response moderated by

individual differences,• that is a consequence of any action,

situation, or event that places special demands on a person

• Stressor:• a potentially harmful or threatening external

event or situation


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• Stress is the result of dealing with something placing special demands on us• i.e., unusual, physically or psychologically

threatening, or outside our usual set of experiences

• For an action, situation, or event to result in stress, it must be perceived by the individual to be a source of threat, challenge, or harm


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• Three key factors determine whether an experience is likely to result in stress:

1. Importance – relates to how significant the event is for the individual

2. Uncertainty – refers to a lack of clarity about what will happen

3. Duration – the longer special demands are placed on us, the more stressful the situation


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Acute Stress• Stress of short duration• It may last

• a few seconds• a few hours• a few days

Acute Stress• Stress of short duration• It may last

• a few seconds• a few hours• a few days

Chronic Stress• Stress of long duration• May last for months and

years• e.g., the unrelenting

pressure of a job one finds not satisfaction in performing

• e.g., the constant demands made by an unreasonable boss

Chronic Stress• Stress of long duration• May last for months and

years• e.g., the unrelenting

pressure of a job one finds not satisfaction in performing

• e.g., the constant demands made by an unreasonable boss


9-7A Model of Stressors, Stress, and Outcomes

A Model of Stressors, Stress, and Outcomes

Stress

Moderators

Stressors Outcomes

Individual Level

Group Level

Organizational Level

Non-work

Behavioral

Cognitive

Physiological

Cognitive Appraisal

Problem-Focused coping

Emotion-Focused coping


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Responsibilityfor People

HarassmentPace ofChange

RoleOverload

Role Ambiguity

Role Conflict

Work Stressors: Individual LevelWork Stressors: Individual Level


9-9Recognizing the Warning Signs of Stress in Employees (1 of 2)

Recognizing the Warning Signs of Stress in Employees (1 of 2)

1. A normally punctual employee develops a pattern of tardiness or a pattern of absences

2. A normally gregarious employee becomes withdrawn

3. An employee whose work is normally neat and demonstrates attention to detail submits messy, incomplete, or sloppy work


9-10Recognizing the Warning Signs of Stress in Employees (2 of 2)

Recognizing the Warning Signs of Stress in Employees (2 of 2)

4. A good decision maker suddenly starts making bad decisions (or seems unable to make decisions)

5. An easygoing employee who gets along well with others becomes irritable and discourteous

6. A normally well groomed employee neglects his or her appearance


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The Underload Overload Continuum

The Underload Overload Continuum

Optimal StressOptimal Stress

Optimal Optimal PerformancePerformance

UnderloadUnderload OverloadOverload

Low Low PerformancePerformance

Low Low PerformancePerformance

• Boredom

• Decreased motivation

• Absenteeism

• Apathy

• High motivation

• High energy

• Sharp perception

• Calmness

• Insomnia

• Irritability

• Increased errors

• Indecisiveness


9-12Work Stressors: Group and Organizational Levels

Work Stressors: Group and Organizational Levels

Participation

Intra- and Inter-group

RelationshipsOrganizational Politics

Organizational Culture

Lack of Performance

Feedback

Inadequate Career

Development Opportunities

Downsizing


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Non-work StressorsNon-work Stressors

Elder and child care

Economy

Lack of mobility

Volunteer Work

Quality of Life


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Coping With StressCoping With Stress

Problem-Focused Emotion-Focused


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Individual Outcomes of StressIndividual Outcomes of Stress

• Stress can produce a variety of psychological consequences, including:• Anxiety• Frustration• Apathy/boredom/laziness• Lowered self-esteem• Aggression• Depression


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Depression: Key FactsDepression: Key Facts

• The cost of depression is $43 billion a year in medical bills, lost productivity, and absenteeism

• Depression is the seventh most common cause of adult deaths

• Depression is difficult to detect, especially within the present health care system


9-17Individual Outcomes of Stress: Burnout

Individual Outcomes of Stress: Burnout

• Burnout – a psychological process resulting from work stress that results in:• Emotional exhaustion• Depersonalization• Feelings of decreased accomplishment


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Burnout IndicatorsBurnout IndicatorsEmotional Exhaustion

Depersonalization Low Personal Accomplishment

Feel drained by work Have become calloused by job

Cannot deal with problems effectively

Feel fatigued in the morning

Treat others like objects

Do not have a positive influence on others

Frustrated Do not care what happens to other people

Cannot understand others’ problems or identify with them

Do not want to work with other people

Feel other people blame you

No longer feel exhilarated by your job


9-19Examples of Organizational Costs Associated With Stress: (1 of 2)

Examples of Organizational Costs Associated With Stress: (1 of 2)

• 60 to 80 percent of worksite accidents are the result of stress

• Stressed workers:• smoke more• eat less well• have more problems with alcohol and drugs• have more family problems• have more problems with co-workers

• Costs associated with stress may reduce U.S. industry profits by 10 percent

• 60 to 80 percent of worksite accidents are the result of stress

• Stressed workers:• smoke more• eat less well• have more problems with alcohol and drugs• have more family problems• have more problems with co-workers

• Costs associated with stress may reduce U.S. industry profits by 10 percent


9-20Examples of Organizational Costs Associated With Stress: (2 of 2)

Examples of Organizational Costs Associated With Stress: (2 of 2)

• 75 to 90 percent of visits to physicians are stress related• Cost to industry over $200 billion a year

• 20 percent of the total number of health care claims are stress related

• 16 percent of health care costs are explained by stress

• 75 to 90 percent of visits to physicians are stress related• Cost to industry over $200 billion a year

• 20 percent of the total number of health care claims are stress related

• 16 percent of health care costs are explained by stress


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Stress ModeratorsStress Moderators

Personality

Type A Behavior Pattern (TABP)

Social Support


9-22Extroversion- refers to the tendency to be sociable, gregarious, assertive, talkative and active.Emotional stability- is the tendency to experience positive emotional states, such as feeling psychologically secure, calm and relaxed.Anxiety, depression, anger and embarrassment are characteristics of low emotional stability.Agreeableness- it is the tendency to be courteous, forgiving, tolerant, trusting and soft-hearted. Someone who gets along with others.Individuals low on agreeableness are often described as rude, cold, uncaring, unsympathetic, and antagonistic.Conscientiousness- it is the tendency to be dependable, organized, thorough and responsible They tend to persevere, work hard and enjoy achieving and accomplishing things.Employees who are low in conscientiousness tend to be sloppy, inefficient, careless and even lazy.Openness to Experience- it reflects the extent to which an individual is broad-minded, creative, curious and intelligent. Individuals low in openness to experience tend to be unimaginative, conventional and habit-bound.


9-23The Person With TABP Has These Characteristics: (1 of 2)

The Person With TABP Has These Characteristics: (1 of 2)

• Chronically struggles to get as many things done as possible in the shortest time period

• Is aggressive, ambitious, competitive, and forceful

• Speaks explosively, and rushes others to finish what they are saying


9-24The Person With TABP Has These Characteristics: (2 of 2)

The Person With TABP Has These Characteristics: (2 of 2)

• Is impatient, hates to wait, considers waiting a waste of precious time

• Is preoccupied with deadlines and is work-oriented

• Is always in a struggle with people, things, events


9-25Support Work Environment: Actions Managers Can Take: (1 of 2)

Support Work Environment: Actions Managers Can Take: (1 of 2)

1. Set an example by being a source of support for others, particularly subordinates

2. Encourage open communication and maximum exchange of information

3. Make certain you provide subordinates with timely performance feedback, presented in an encouraging, non-threatening manner


9-26Support Work Environment: Actions Managers Can Take: (2 of 2)

Support Work Environment: Actions Managers Can Take: (2 of 2)

4. Provide for mentoring of the less experienced by more senior members of the work group

5. Work to maintain and increase work group cohesion


9-27Organizational Stress Management Program TargetsOrganizational Stress Management Program Targets

Organizational Stress Organizational Stress Management and Prevention Management and Prevention

ProgramsProgramsTargeted at:

Work and Work and Non-work Non-work StressorsStressors

Employee Employee Perceptions / Perceptions / Experience of Experience of

StressStress

Outcome of Outcome of Stress Stress

• PhysiologicalPhysiological

• EmotionalEmotional

• BehavioralBehavioral


9-28Targeted / Corrective Stress-Management Programs Include: (1 of 2)

Targeted / Corrective Stress-Management Programs Include: (1 of 2)

• Training programs for managing and coping with stress

• Redesigning work to minimize stressors• Changes in management style to one of

more support and coaching to help workers achieve their goals

• Creating more flexible work hours


9-29Targeted / Corrective Stress-Management Programs Include: (2 of 2)

Targeted / Corrective Stress-Management Programs Include: (2 of 2)

• Paying more attention to work/life balance with regard to child and elder care

• Better communication and team-building practices

• Better feedback on worker performance and management expectation


9-30A Person-Environment Fit (P-E fit) Approach Focuses On: (1 of 2)

A Person-Environment Fit (P-E fit) Approach Focuses On: (1 of 2)

• The extent to which work provides formal and informal rewards that meet the person’s needs• Misfit on this dimension results in stress

• The extent to which the employee’s skills, abilities, and experience match the requirements of the job• If the individual’s talents are insufficient for or under-

utilized by job requirements, stress results


9-31A Person-Environment Fit (P-E fit) Approach Focuses On: (2 of 2)

A Person-Environment Fit (P-E fit) Approach Focuses On: (2 of 2)

• By improving the quality of fit between the employee and the organizational environment, stress is eliminated


9-32Employee Assistance Programs (EAPs)

Employee Assistance Programs (EAPs)

• Designed to deal with a wide range of stress-related problems, both work and non-work related, including:• Behavioral and emotional difficulties• Substance abuse• Family and marital discord/conflict• Other personal problems


9-33Employee Assistance Programs: General Program ElementsEmployee Assistance Programs: General Program Elements

• Diagnosis. An employee with a problem asks for help; EAP staff attempts to diagnose the problem

• Treatment. Counseling or support therapy is provided either by internal staff or outside referral

• Screening. Periodic examination of employees in highly stressful jobs for early detection of problems

• Prevention. Education and persuasion used to convince high risk employees to seek help to change


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Wellness ProgramsWellness Programs

• Activities that focus on an employee’s overall physical and mental health

• Identify and assist in preventing or correcting specific health problems, health hazards, or negative health habits• Hypertension identification and control• Smoking cessation• Physical fitness and exercise• Nutrition and diet control• Job and personal stress management


9-35Key Success Factors for EAP and Wellness Programs: (1 of 2)

Key Success Factors for EAP and Wellness Programs: (1 of 2)

1. Top-management support is necessary2. Unions should support the program and

participate in it where appropriate3. Long-term commitment to the effort4. Extensive and continuing employee involvement5. Clearly stated objectives lay a solid foundation

for the program


9-36Key Success Factors for EAP and Wellness Programs: (2 of 2)

Key Success Factors for EAP and Wellness Programs: (2 of 2)

6. Employees must be able to participate freely, without either pressure or stigma

7. Confidentiality must be strictly adhered to8. Employees must have no concerns that

participation will in any way affect their standing in the organization


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CognitiveTechniques

RelaxationTraining

Meditation Biofeedback

Individual Approaches to StressPrevention and Management:Individual Approaches to StressPrevention and Management:

Business

HBO Handout Chapter 9 (Managing Individual Stress)