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Chapter 7 Stress and Wellbeing. Michael A. Hitt C. Chet Miller Adrienne Colella. Slides by Ralph R. Braithwaite. Who Wants to Get Rid of All the Stress in Your Life?. Only One Group of People Have No Stress. Striking for Stress at Verizon. Exploring Behavior in Action. Issues: - PowerPoint PPT Presentation
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7-1
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Chapter 7 Stress and Stress and WellbeingWellbeing
Slides by Ralph R. Braithwaite
7-2
Who Wants to Get Rid of All Who Wants to Get Rid of All the Stress in Your Life?the Stress in Your Life?
Only One Group of People Have No
Stress
7-3
Striking for Stress at VerizonStriking for Stress at VerizonIssues:
• Constant monitoring
• Promised training – didn’t happen
• Pressure to sell to every customer
• Call center perceived as a “gold-plated” sweatshop
Exploring Behavior in Action
7-4
Striking for Stress at VerizonStriking for Stress at VerizonSettlement changes:• Advanced notification of monitoring
• Monitoring only during regular hours
• Face-to-face feedback
• Permission to be away for 30 minutes
• Formation of a committee
• Funding for work-family support programs
• Team vs. individual performance measures
• Split shifts and job sharing
• Limits on overtime
Exploring Behavior in Action
7-5
Strategic Importance of Strategic Importance of Workplace StressWorkplace Stress
26-40% of Americans find their work to be very or extremely stressful.
25% of people believe their jobs are the most stressful
part of their lives
35% of respondents – somewhat or
completely dissatisfied with job-related stress
THE GALLUPPOLL
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Knowledge ObjectivesKnowledge Objectives1. Define stress and distinguish among different types of
stress.2. Understand how the human body reacts to stress and
be able to identify the signs of suffering from too much stress.
3. Describe two important models of workplace stress and discuss the most common work-related stressors.
4. Recognize how people experience stress.5. Explain the individual and organizational
consequences of stress.6. Discuss methods that associates, managers, and
organizations can use to manage stress and promote well-being.
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Workplace Stress DefinedWorkplace Stress Defined
StressStress Job StressJob Stress
Acute
Chronic
7-8Adapted from Exhibit 7-1: Some Stress-Related Conditions
Acute
Chronic
Alertness andExcitement
Increase in Energy
Uneasinessand Worry
Feelings ofSadness
Loss ofAppetite
Immune SystemSuppression
IncreasedMetabolism
Diabetes
High BloodPressure
Loss ofSex Drive
LoweredResistance
Anxiety andPanic Attacks
Depression
EatingDisturbances
Irritability
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Stress ResponseStress Response
An unconscious mobilization of energy resources that occurs when the body encounters a stressor.
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Key DefinitionsKey DefinitionsStressor – environmental conditions that cause individuals to experience stress
Eustress – positive stress that results from meeting challenges and difficulties with the expectation of achievement
Dystress – negative stress; often referred to simply as stress. Often results in overload.
Job strain – function of workplace demands and the control an individual has in meeting those demands.
Hans Selye
7-11
Signs of StressSigns of Stress
Edward Creagan, MD
1. You feel irritable.
2. You have sleeping difficulties.
3. You do not get any joy out of life.
4. Your appetite is disturbed.
5. You have relationship problems and have a difficult time getting along with people.
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Two Models of Workplace StressTwo Models of Workplace Stress
Demand-ControlModel
Effort-RewardImbalance
Model
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Demand-Control ModelDemand-Control Model
Passive
Active(EUSTRESS)
High Strain(DYSTRESS)
Low Strain
Job Demands
Job
Co
ntr
ol High
Low
HighLow
Adapted from Exhibit 7-2: The Demand-Control Model of Workplace Stress
7-14
Effort-Reward Imbalance ModelEffort-Reward Imbalance Model
Adapted from Exhibit 7-3: The Effort-Reward Imbalance Model of Workplace Stress
OvercommitmentOvercommitmentOvercommitmentOvercommitment
High EffortHigh EffortHigh EffortHigh Effort Low RewardLow RewardLow RewardLow Reward
DemandsDemandsObligationsObligationsDemandsDemands
ObligationsObligationsPayPay
EsteemEsteemPayPay
EsteemEsteem
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Role ConflictRole Conflict
A situation in which different roles lead to conflicting expectations
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ManagerialAdvice
Restoring and Maintaining Restoring and Maintaining Work-Life BalanceWork-Life Balance
• Focus on what is truly important.
• Take advantage of work-related options.
• Protect non-work time.
• Manage your personal time.
• Set aside specific time eachweek for recreation.
Thoughts?
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Work-Related Work-Related StressorsStressors
Role Ambiguity
WorkOverload
Occupation
ResourceInadequacy
WorkingConditions
Management Style
Monitoring
JobSecurity
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Type A vs.Type A vs.Type BType B
PersonalityPersonality
Self-EsteemSelf-Esteem
HardinessHardiness
GenderGender
Individual Individual Influences on Influences on Experiencing Experiencing
StressStress
7-19ExperiencingStrategic OB
Extreme JobsExtreme Jobs• What are your thoughts on working 60 or
more hours a week?
• Do you think you could like a job that much to put in the extra time?
• Do you think everyone who works these kinds of hours is a “workaholic”?
• How does work-life balance fit here?
• Why do you think the gender difference still persists?
7-20
Consequences of StressConsequences of Stress
IndividualIndividual OrganizationalOrganizational
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Individual Consequences of StressIndividual Consequences of Stress
StressStress
Psychological
• Anxiety
• Depression
• Low self-esteem
• Sleeplessness
• Frustration
• Family problems
• Burnout
Behavioral
• Excessive smoking
• Substance abuse
• Accident proneness
• Appetite disorders
• Violence
Physiological
• High blood pressure
• Muscle tension
• Headaches
• Ulcers, skin diseases
• Impaired immune systems
• Musculoskeletal disorders
• Heart disease
• Cancer
7-22
Organizational Consequences Organizational Consequences of Stressof Stress
Adapted from Exhibit 7-4: Managerial Costs of Job Stress
• Total U.S. corporate profits in 2006 – $897.6 billion• Entire U.S. gross domestic product (the market value of
the nation’s goods and services) was approximately $13,246 billion in 2006
Some perspective:
Estimated cost to American industry of job stress $200 billion per year• Absenteeism• Diminished productivity• Compensation claims
• Health insurance• Direct medical
expenses
7-23
Individual Stress ManagementIndividual Stress Management• Find jobs that provide a personally acceptable balance
between demands and control and between effort required and rewards.
• Redesign a dysfunctional job.
• Follow the tactics presented in the Managerial Advice feature.
• Develop healthy ways of coping.
ExerciseExercise Proper DietProper Diet
SupportSupportNetworkNetwork
RelaxationRelaxationTechniquesTechniques
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Individual Stress ManagementIndividual Stress Management• Exercise regularly
• Practice healthy habits
• Be realistic
• Use systematic relaxation
• Meditate
• Develop and use planning skills
• Simplify your life – Delegate
• Take one thing at a time
• Avoid unnecessary competition
• Recognize and accept personal limits
• Develop social support networks
• Focus on enjoying what you do
• Go easy with criticism
• Take time off
7-25
Organizational Stress Organizational Stress ManagementManagement
• Increase individuals’ autonomy and control
• Ensure that individuals are compensated properly
• Maintain job demands/requirements at healthy levels
• Ensure that associates have adequate skills to keep up-to-date with technical changes in the workplace
• Increase associate involvement in important decision making
• Improve physical working conditions
• Provide for job security and career development
• Provide healthy work schedules
• Improve communication to help avoid uncertainty and ambiguity
7-26
Toxin HandlersToxin Handlers
Peter Frost
The following behaviors are necessary for handling the pain, strain, and stress of others:
• Read your own and others’ emotional cues and understand their impact
• Keep people connected
• Empathize with those who are in pain
• Act to alleviate the suffering of others
• Mobilize people to deal with their pain and get their lives back on track
• Create an environment where compassionate behavior toward others is encouraged and rewarded
7-27
Wellness ProgramsWellness ProgramsEstimate suggests J&J’s program has saved the company $22.4 million per year. The initiative has several goals:
• 91% of employees will be tobacco free
• 90% of employees will have blood pressure of 140/90 or better
• 85% of employees will have a total cholesterol below 240
• 75% of employees will be physically active, define as 30 minutes of activity three or more times each week
• 60% of employees will be trained in resilience/stress management
7-28ExperiencingStrategic OB
Incentives for Participating in Incentives for Participating in Wellness ProgramsWellness Programs
What are your thoughts about organizations that provide an incentive to employees who participate in wellness programs?
What about organizations that “penalize” employees who don’t complete programs or have medical evaluations?
Should higher risk individuals be expected (or required) to pay higher rates for coverage?
What exists in your organizations that are similar to these types of programs?
7-29
The Strategic LensThe Strategic Lens
1. How can good stress be distinguished from bad stress? How much stress is too much stress?
2. How can managing stress in any organization contribute to improved strategy implementation and organizational performance?
3. How much stress do you currently experience? How can reducing your stress increase your performance in school and enhance your life in general?
7-30
QuestionsQuestions