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Chapter 15
Stress & Workplace Health
Copyright © The McGraw-Hill Companies, Inc.
C. Borland/PhotoLink/Getty Images
2
Module 1: The Problem of Stress
• Studying workplace stress
Work stressors– Task & role stressors
Moderators of the stress process– Individual differences & social support
Consequences of stress– Burnout & heart disease
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Studying Workplace Stress (cont’d)
• Selye – “Father of Stress”– Defined stress as “the non-specific response of
the human body to any demand made on it”– Eustress vs. distress– General Adaptation Syndrome (GAS)
• Alarm reaction Resistance Exhaustion
• Response to chronic stress
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Studying Workplace Stress (cont’d)
• Recent studies– In addition to physiological reaction to stress,
there is also a cognitive appraisal of situation & of resources available to handle stressors
• Problem-focused coping• Managing or altering the problem causing the stress
• Emotion-focused coping• Reducing the emotional response to the problem
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What is a Stressor?
• Stressors– Physical or psychological demands to which an
individual responds
• Strains– Reaction or response to stressors
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Heat, cold, noise
Emotional labor
Perceived control
Situational constraints
Work scheduleWork pace, time pressure
Workload
Role stressorsInterpersonal conflict
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Common Stressors at Work
• Physical/Task stressors– Effect of multiple
stressors can be cumulative
– e.g., Noise, demands of a given job
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Psychological Stressors
• Lack of control/predictability• Individual’s perception of control or predictability
determines his/her response to the situation
• Interpersonal conflict• Negative interactions w/co-workers, supervisors, clients
• Can occur when resources are scarce, employees have incompatible interests, or employees feel they are not being treated fairly
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Psychological Stressors (cont’d)
• Role stressors: Result from multiple task requirements or roles of employees
• Role ambiguity– Employees lack clear knowledge of expected behavior
• Role conflict– Demands from different sources are incompatible
• Role overload– An employee is expected to fill to many roles at once
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Psychological Stressors (cont’d)
• Work-family conflict– When workers experience conflict between roles
they fulfill at work & roles they fulfill in their personal lives
– Flexible time schedules & child care becoming increasingly important
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Psychological Stressors (cont’d)
• Emotional labor: Regulation of one’s emotions to meet job or organizational demands– Surface acting
– Consists of managing or faking one’s expressions or emotions
– Deep acting– Consists of managing one’s feelings, including emotions
required by the job
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Behavioral Consequences of Stress
• Information processing• Chronic stress has negative effects on memory,
reaction time, accuracy, & task performance
• Performance• Hypothesis: Performance & stress have an inverted U relationship
– As arousal increases, performance increases, but only up to a certain point, & then performance begins to decline
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Psychological Consequences of Stress
• Burnout• Extreme state of psychological strain resulting from
prolonged response to chronic job stressors that exceed an individual’s resources to cope with them
• 3 components– Emotional exhaustion– Depersonalization– Low personal accomplishment
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13
Physiological Consequences of Stress
• Stressful situations cause overactivation of sympathetic nervous system (SNS), producing several kinds of stress hormones– Initially, these changes can improve decision
making & physical performance– Chronic activation of SNS leads to “wear &
tear” on coronary arteries & heart
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Module 2: Theories of Stress
• Demand-Control Model– 2 factors prominent in producing job stress
• Job demands– Workload or intellectual requirements
• Control (decision latitude)– Autonomy & discretion for using different skills
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Demand-Control Model (cont’d)
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Figure 15.3Demand-Control ModelSource: Adapted from Karasek (1979).
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Demand-Control Model (cont’d)
• Job Content Questionnaire (JCQ)
– Role overload & role conflict (demands)– Skill utilization & job decision (control)– Depression, job dissatisfaction, & sleep
problems (health consequences)
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Person-Environment Fit Model
• Hypothesis: Fit between person & environment determines amount of stress that person perceives
• Considers external influences like social support from family & work sources
• Person-job fit vs. person-organization fit
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Individual Differences in Resistance to Stress
• Moderators of stressor-strain relationship– Locus of control (LOC)
• Belief of individuals that what happens to them is under their control
– Hardiness• Set of personality characteristics that provide
resistance to stress– Self-esteem
• Positive self-worth that is considered to be an important resource for coping
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Type A Behavior Pattern (TABP)
• Moderator of stressor-strain relationship
• Individuals displaying TABP characterized by ambitiousness, impatience, easily aroused hostility, & time urgency– Seem to thrive on “life in the fast lane”
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Type A Behavior Pattern (TABP)
• Compared to Type Bs, Type As more punctual, work at faster rates, & higher achievers in college & in professional careers
• Hostility is primary TABP subcomponent associated with increased risk of heart disease & other long-term, harmful health outcomes
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TABP Subcomponents
• Achievement strivings (AS)– Tendency to be active & work hard in achieving one’s goals– Positively correlated with academic performance, sales
performance, & job satisfaction
• Impatience/Irritability (II)– Intolerance, frustration that results from being slowed down– Associated with health problems like insomnia, headaches,
poor digestion, & respiratory difficulties
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22
TABP Subcomponent
Time urgency
• Refers to feeling of being pressured by inadequate time
• Dimensions include eating behavior, nervous energy, list making, scheduling, speech patterns, & deadline control
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23
Module 3:Reducing & Managing Stress
• Primary prevention strategies– Concerned with modifying or eliminating
stressors in work environment– Most proactive & preventative
approaches to stress management– Examples:
• Work & job design• Cognitive restructuring
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Secondary Prevention Strategies
• Involve modifying responses to inevitable demands or stressors
• Role is often one of damage control
• Strategies that require no special training include lifestyle choices such as physical fitness, healthy eating, & weight control
• Can be proactive or reactive
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Secondary Prevention Strategies
• Stress management training– Useful for helping employees deal with
workplace stressors that are difficult to change
– Cognitive-behavioral skills training• Stress inoculation
– Relaxation & biofeedback techniques• Progressive muscle relaxation & deep breathing
– Social support: Instrumental, emotional, informational, & appraisal support
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Tertiary Prevention Strategies
• Focused on healing negative effects of stressors
• Employee assistance programs (EAPs)– Counseling provided by an organization to deal
with workplace stress, alcohol/drug difficulties, & problems stemming from outside the job
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Summary of Stress Intervention Strategies
Copyright © The McGraw-Hill Companies, Inc.
• Combining various stress management interventions is more effective than using any single approach
• Successful stress management interventions must accurately identify stressors causing strain & actively determine ways to reduce those stressors
• Primary stress intervention strategies generally preferred over other interventions
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Stress & Workplace Violence
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Most perpetrators of workplace violence have:• Personality disorders that make them respond
poorly to stress• Conflicted relationships at work• Inappropriate & angry reactions to perceived
threats to their self-esteem
Advisable that organizations have policies & plans in place to reduce stress & workplace violence
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Future Work Trends & Challenges to Stress & Stress Management
Copyright © The McGraw-Hill Companies, Inc.
• Workforce is becoming more culturally & ethnically diverse– Important for I-O psychologists to determine whether
factors that predict health problems in White males are same as in other populations
• Influences in the new millennium predicted to be stressful– Technological change, global competition, downsizing,
elder & child care, & increased teamwork
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Permissions
Slide 1: McGraw-Hill Education Digital Image Library, C. Borland/PhotoLink/Getty Images, Source Image ID: BU001615, Filename: 23033.JPG
Slide 3: Figure 15.1 adapted from Kahn, R. L., & Byosiere, P. (1992). Stress in organizations. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology, 2nd ed., Vol. 3. Palo Alto, CA: Consulting Psychologists Press. Modified and reproduced by special permission of the Publisher, CPP, Inc. All rights reserved. Further reproduction is prohibited without the Publisher’s written consent.
Slide 7: McGraw-Hill Education Digital Image Library, Royalty-Free/CORBIS, Source Image ID: CB007273, Filename: CHA0093.JPG
Slide 11: McGraw-Hill Education Digital Image Library, Filename: OS09057.JPG Slide 13: Figure 15.2 from Jex, S. M. (1998). Stress and job performance: Theory, research, and implications for
managerial practice. Thousand Oaks, CA: Sate. Copyright © 1998. Reprinted by permission of Sage Publications, Inc.
Slide 17: Figure 15.3 adapted from Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Sciences Quarterly, 24, 285-308. Used by permission.
Slide 27: McGraw-Hill Education Digital Image Library, Royalty-Free/CORBIS, Source Image ID: CB016959, Filename: OEM0098.JPG
Slide 29: Adapted from Table 15.5 adapted from Cooper, C. L., Dewe, P.J., & O’Driscoll, M. P. (2001). Organizational stress: A review and critique of theory, research, and applications. Thousand Oaks, CA: Sage. Copyright © 2001. Reprinted by permission of Sage Publications, Inc.
Slide 31: McGraw-Hill Education Digital Image Library, Filename:OS05005.JPG