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8/3/2019 Unit-4 Stress Management
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UNIT 4
Stress Management
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Contents
y Causes ofstressand fatigueand
y Itsimpact onproductivityand job satisfaction,
y Humanengineeringfordesigningeffective jobs,
y Job rotation,enrichment,enlargementand
reengineeringworkprocess
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What is Stress??
y Anindividualsadaptive
responseto asituation
thatisperceivedas
challengingorthreatening
to thepersons well-being.
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Continued
y It is a dynamic condition in which an
individual is confronted with an
opportunity, a demand, or a resourcerelated to what the individual desires and
for which the outcome is perceived to be
both uncertain and imp
ortant.
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Distress--- thedegree of
physiological,psychological
and behavioraldeviation from
healthy functioning.
Stress from overwork, job insecurity
andinformation overload.
Eustress refersto thehealthy,
positive,constructive outcome of
stressfuleventsandstressresponse.
Itisthestressexperiencein
moderation,enoughto activateand
motivatepeople
Challengestressors
Hindrancestressors
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Selyes GeneralAdaptationSyndrome
Low
High
Normal
state
Abilityto
cope
Time
Stage 1
Alarmreaction
Stage 2
Resistance
Stage 3
Exhaustion
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Causesandconsequences ofstress
Work-related
Stressors
Interpersonal
Stressors
Role-related
Stressors
Taskcontrol
Stressors
Organizational/
PhysicalEnvironment
Stressors
Non-workstressors
Stress
Individual
differences
Consequences of
Distress
Physiological
Heartdiseases
Ulcers
High BP
Sleepdisturbances
Moreillness
Psychological
Job dissatisfaction
Depression
Exhaustion
MoodinessBurnout
Behavioral
Lower Job performance
Moreaccident
FaultydecisionsWorkplaceaggression
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Causes of stress
y Interpersonalstressors
Sexualharassment
Workplaceviolence
Workplace bullying
y Rolerelatedstressors
Roleconflict
Roleambiguity
Work overload Karoshi
y Taskcontrolstressors
y Organizationalandphysicalenvironmentstressors
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Continued.
y Work-Nonworkstressors
Time basedconflict
Strain basedconflict
Role basedconflict
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Individual differences in stress...
Two peoplemay beexposedto thesame
stressor, butmayexperiencedifferentlevels
ofstress why?
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Continued...
y Each ofusperceivethesamesituationdifferently
y Peoplehavedifferentthresholdlevels ofresistanceto a
stressor.
y Theyusedifferentcoping strategies.
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Continued
y Workstressand TypeA/ Type B behaviorpattern
y Workstressand workaholism
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Consequences of distress
y Physiologicalconsequences
y Psychologicalconsequences
y Behavioralconsequences
(ReferSlideno. 5)
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Managing work related stress
Removethe stressor
Withdraw fromthestressor
Changestressperceptions
Controlstressconsequences
ReceiveSocialsupport
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Human Engineering
y Ergonomics.
y Astudy ofcapabilitiesandlimitations ofmentaland
physical workindifferentsettings.
y Itappliesanatomical,physiologicalandpsychologicalknowledge (calledhuman factors) to workand work
environmentsin orderto reduce oreliminate factors
thatcausepain ordiscomfort.
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Job Enlargement
y Job scopehastwo dimensions. Breadthanddepth
y Job breadthisthenumber ofdifferenttasksan
individualisdirectlyresponsible for. Itranges from
narrow to wide jobs.y Employees withnarrow job breadth weresometimes
givena widervariety ofdutiesin orderto reducetheir
monotony. Thisprocessiscalledjob enlargement.
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Job rotation
y Involvesperiodicassignment ofanemployeeto
completelydifferentsets of job activities.
y Effective wayto developmultipleskillsinemployees.
y Italso createsgreater job interestandcareer optionsforemployees.
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Job Enrichment
y Developed by Frederick Herzberg
y Focuses onhigher-orderneeds.
y Seeksto adddepthto a job bygivingworkersmore
control,responsibilityanddiscretion overhow their jobisperformed.
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Job Enrichment
Job enrichment
and
Job enlargement
Routine Job Job enlargement
Few Many
Number oftasks
(Focus on breadth)
Higher-
order
Lower-
order
Accen
tonn
eeds
(Focu
s
ond
epth)
Difference between job enrichmentand job enlargement
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Benefits ofJob Enrichment
Job Enrichment
Benefits
Individual:
Growth
Selfactualization
Job satisfaction
Organization:
Intrinsicallymotivatedemployees
Betteremployeeperformance
Lessabsenteeismandturnover, fewergrievances
Society:
Fulluse ofhumanresources
Moreeffective organizations
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Re-engineering
y A businessprocessisaset oflogicallyrelatedtasks
performedto achieveadefined business outcome.
y BusinessProcess Reengineering(BPR) is basicallythe
fundamentalrethinkingandradicalre-design,madeto an
organizationsexistingresources.
y Itisanapproach forredesigningthe way workisdonetobettersupportthe organizationsmissionandreducecosts.
y Itstarts withahigh-levelassessment ofthe organizations
mission,strategicgoalsandcustomerneeds.y Basicquestionsareasked,suchas "Does ourmissionneed
to beredefined?Are ourstrategicgoalsaligned with ourmission?Who are ourcustomers?"