Stress and well being at work place for management

1. Stress and Well-Being at Work
Abdalrahim AbuDayya
palsce@Hotmail.com
© 2013 Cengage Learning

2. What Is Stress?
[Stress] – the unconscious preparation to
fight or flee that a person experiences when
faced with any demand
[Stressor ] – the person or event that
triggers the stress response
[Distress (or strain)] – the adverse
psychological, physical, behavioral, and
organizational consequences that may arise
as a result of stressful events

3. 4 APPROACHES TO STRESS
Homeostatic/Medical
Stress occurs when an external demand
upsets an individual’s natural, steady-state
balance.
© 2013 Cengage Learning

4. COGNITIVE APPRAISAL

Individuals differ in their
appraisal of events and
people

What is stressful for one
person is not for another

Perception and cognitive
appraisal determines what
is stressful

5. COGNITIVE APPRAISAL
Problem-focused coping
emphasizes managing
the stressor
© 2013 Cengage Learning
Emotion-focused coping
emphasizes managing
your response

6. PERSON-ENVIRONMENT
FIT

Confusing and conflicting expectations
in a social role create stress.

Good person-environment fit occurs
when one’s skills and abilities match a
clearly defined set of role
expectations.

Stress occurs when expectations are
confusing or when they conflict with
one’s skills.

7. PSYCHOANALYTIC
STRESS
Discrepancy between the idealized self
and the real self-image
© 2013 Cengage Learning

8. The Stress Response
Release of chemical
messengers
© 2013 Cengage Learning
Activation of
sympathetic
nervous and
endocrine
systems

9. Sources of Stress:
Work Demands

10. Stress Source:
Nonwork Demands

11. Positive Stress
 Stress
response itself is neutral
 Some stressful activities (aerobic exercise,
etc.) can enhance a person’s ability to
manage stressful demands or situations
 Stress can provide a needed energy boost

12. Yerkes-Dodson Law
© 2013 Cengage Learning

13. Stressor
Stress Response
Eustress
Demand
Distress (strain)
Gender
Type A behavior pattern
Personality Hardiness
Self-reliance (attachment style)

14. Individual Distress
s
l illnes es,
a
Medic se, strok
a
rt dise ackaches)
(hea
ches, b
heada
Beh
avi o
(sub ral pro
viole stance a blems
nce,
b
acci use,
dent
s)
Work-related psychological disorders
(depression, burnout,
psychosomatic disorders)
© 2013 Cengage Learning

15. Organizational Distress
Participative Problems – a cost associated
with absenteeism, tardiness, strikes and
work stoppages, and turnover
Stress
effects
a company’s
bottom line
Performance Decrement – a cost resulting
from poor quality or low quantity of
production, grievances, and unscheduled
machine downtime and repair
Compensation Award – an organizational
cost resulting from court awards for job
distress

16. Individual Differences
Achilles’ heel
phenomenon –
a person breaks down at
his or her weakest point
© 2013 Cengage Learning

17. Gender Effects
Sexual Harassment
Vulnerabilities

18. Type A Behavior Patterns
 Competitiveness
 Time
urgency
 Social
Status Insecurity
 Aggression
 Hostility
 Quest
for achievements

19. Personality Hardiness
[Personality Hardiness]

challenge (versus threat)

commitment (versus alienation)

control (versus powerlessness)
[Transformational Coping]
active process of modifying one’s
perception of an event in order to
reduce stress.

20. Preventative Stress Management
an organizational philosophy
according to which people and
organizations should take joint
responsibility for promoting
health and preventing distress
and strain
© 2013 Cengage Learning

21. Preventative Stress Management
Primary Prevention – the stage in preventive stress
management designed to reduce, modify, or eliminate the
demand or stressor
Secondary Prevention – the stage in preventive stress
management designed to alter or modify the individual’s
or the organization’s response to a demand or stressor
Tertiary Prevention – the stage in preventive stress
management designed to heal individual or organizational
symptoms of distress and strain

22. Preventative Stress Maintenance

23. Organizational Stress Prevention
 Job
redesign
 Goal
setting
 Role
negotiation
 Social
support systems

24. Job Strain Model

25. Social Support at Work and Home

26. Individual Preventive
Stress Management

27. What Can Managers Do?
 Learn
how to create healthy stress
without distress
 Help
employees adjust to new
technologies
 Be
sensitive to early signs of distress
 Be
aware of gender, personality, and
behavioral differences
 Use
principles and methods of
preventive stress management