1. Gerardo O. Guevara, Jr.

2. CAUSES OF STRESS

3. Organizational factors
– Discrimination in pay/salary structure
– Strict rules and regulations
– Ineffective communication
– Peer pressure
– Goals conflicts/goals ambiguity
– More of centralized and formal organization structure
– Less promotional opportunities
– Lack of employees participation in decision-making
– Excessive control over the employees by the managers

4. Individual Factors
 There are various expectations which the
family members, peer, superior and
subordinates have from the employee.
 Failure to understand such expectations or
to convey such expectations lead to role
ambiguity/role conflict which in turn causes
employee stress.

5. Individual Factors
 Other individual factors causing stress
among employees are inherent personality
traits such as being impatient, aggressive,
rigid, feeling time pressure always, etc.
Similarly, the family issues, personal financial
problems, sudden career changes all lead to
stress.

6. Job Concerning Factors
– Monotonous nature of job
– Unsafe and unhealthy working conditions
– Lack of confidentiality
– Crowding

7. WHAT IS STRESS

8. STRESS
 STRESS is the way we react, physically and
emotionally, to change. Stress is a general
term we apply to the pressures we feel in our
lives and it is the wear and tear our bodies
experience as we adjust to our continually
changing environment.
 STRESS is an unavoidable fact of life.

9. STRESS
 Stress is a person’s adaptive response to a
stimulus that places excessive psychological
or physical demands on that person.

10. WHAT ARE THE POSITIVE AND
NEGATIVE ASPECTS OF STRESS?

11. POSITIVE STRESS
When we experienced positive stress, we tend
to feel:
 Better focused
 Energized
 Motivated
 Aware of Options
 Challenge rather than intimidated

12. POSITIVE STRESS
 Positive Stress can help us concentrate and
focus.
 When positive stress enhances our individual
or group performance, it is termed
FUNCTIONAL STRESS.

13. NEGATIVE STRESS
 Stress may also become a negative force in
our lives.
 High stress may be dysfunctional.

14. NEGATIVE STRESS
With negative stress one tends to feel:
 Tense
 Anxious
 Angry or depressed
 Withdrawing from or lashing out at others
 Frustrated

15. HOW DOES A PERSON REACT TO
STRESS?

16. HOW DOES A PERSON REACT TO
STRESS?
Avoid. We can attempt to ignore a
stressful situation and hope that whatever is
causing stress, will go away. A common
avoidance technique is reliance on alcohol or
drugs. This behavior soon becomes
destructive to the individual and the situation.

17. HOW DOES A PERSON REACT TO
STRESS?
Resist. We can fight stress. If the stress
is coming from our boss, co-workers, or
spouse, we can view stress as an assault by
an external source and fight it. This is really a
defensive response and often makes the
stress worse.

18. HOW DOES A PERSON REACT TO
STRESS?
Confront/ Adapt. We can work to
identify the real cause of our stress and
eliminate it.

19. STRESS MANAGEMENT

20. PERCEPTION
 An individual’s perception of a situation will
influence the level of stress. To the
individual, his or her perception of reality is
reality.

21. PERCEPTION
 Perception then will moderate the
relationship between a potentially stressful
condition and an individual’s reaction to it

22. LOCUS OF CONTROL
 Locus of Control is a personality attribute.
 People with a high external locus of control
believe that their lives are controlled by
outside forces.

23. LOCUS OF CONTROL
 Those with a high internal locus of control
believe that they control their own destiny.
 The internals act to take control of the event,
while the externals are likely to blame others
and their environment and become
defensive; because they are more likely to
feel victimized in the stressful situations.

24. JOB EXPERIENCE
 The greater the job experience, the more
comfortable the employee becomes with the
environment of the work situation and with
fellow employees.
 With this gain in job experience, stress is
reduced or disappears.

25. SOCIAL SUPPORT
 Social support systems moderate the
negative effects of stress. Involvement with
family, friends, associates and the
community can provide the support against
stress.

26. EFFECTS OF STRESS

27. Physiological Stress
 Doctors estimate that 75 percent of all
medical complaints are stress-related:
Insomnia, sleep disorders, muscle aches, high
blood pressure, heart attack, etc.

28. Psychological Stress
 Job dissatisfaction is the simplest and most
obvious psychological effect of stress.
 Jobs providing low level of variety,
significance, autonomy, feedback and
identity to employees create stress & reduce
satisfaction and involvement in the job.

29. Behavioral Stress
 Behaviorally related stress in the workplace
may cause changes in productivity,
absenteeism & turnover.
 This may result in changes in eating habits,
increased smoking or consumption of
alcohol, hurried speech, nervousness and
sleep disorders.

30. STRESS MANAGEMENT
TECHNIQUES

31. Establish Personal Priorities
 Establishing an objective means for
evaluating time demands and give a basis for
saying ‘no’ to demands that conflict with
priorities.

32. Physical Exercise
 To deal with excessive level of stress,
walking, jogging, swimming and riding a
bicycle are recommended.
 Departure from work environment provides a
mental and physical diversion from work
pressure.

33. Time Management
 A good time management system allows you
to keep track of appointments and to
organize important aspects of your life.
 Delegate those tasks to others that they are
capable of doing.

34. Relaxation
 Relaxation stimulates the body’s
parasympathetic nervous system, which
controls stress responses like respiration,
heart rate and digestion.

35. RELAXATION PROGRAMS
 Concentration-
Focusing
 Deep Breathing
 Progressive Muscle
relaxation
 Gentle Muscle
Stretching
 Visualization/ Imagery
 Music Therapy
 Social Support
 Adequate rest
 Pets

36. FRUSTRATION

37. FRUSTRATION
 Frustration is a common emotional
response to opposition.
 Related to anger and disappointment, it
arises from the perceived resistance to the
fulfillment of individual will.

38. Reactions of Frustration
 Frustration leads to some sort of negative
emotional state. Two important properties
are that the emotions are aversive, and that it
produces or results in increased
physiological arousal. The aversive nature
means that the individual will be highly
motivated or reduced in it.

39. Effects of Organizational Frustration
 Emotional response of anger and
associated increased physiological arousal,
and the behavioral responses of trying
alternative course of action, aggression, and
withdrawal. To the extent that it interferes
with or blocks task performance, frustration
can be directly harmful to organizations.

40. Effects of Organizational Frustration
 Frustration can increase task speed with no
additional errors for simple task, but
interferes with correct performance on
complex tasks.

41. Effects of Organizational Frustration
 Aggression in organizations can take many forms.
It can be directed covertly against the source of
frustration (if a person) either verbally or physically.
It can also be directed covertly against a person; that
is, an individual can secretly perform behaviors
which can hurt another person. Aggression can also
be directed against the organization itself. The
organizational aggression could be overt to covert.

42. Effects of Organizational Frustration
 Finally, frustration can lead a person to try
alternative courses of action to achieve goals
or fulfill needs. In fact mild frustrations, which
interfere rather than block can add challenge
and include greater overall effort. Thus
organizational frustration might have
positive, motivating effects.

43. END