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Module (2) : Stress and Well-Being at Work

The document discusses stress and well-being at work, outlining causes of job stress like environmental, organizational, and personal factors as well as consequences like physiological, psychological, and behavioral symptoms. It also examines individual approaches to managing stress such as exercise, relaxation, diet, opening up, and professional help as well as organizational programs for wellness and stress management.

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cmrig74
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50 views

Module (2) : Stress and Well-Being at Work

The document discusses stress and well-being at work, outlining causes of job stress like environmental, organizational, and personal factors as well as consequences like physiological, psychological, and behavioral symptoms. It also examines individual approaches to managing stress such as exercise, relaxation, diet, opening up, and professional help as well as organizational programs for wellness and stress management.

Uploaded by

cmrig74
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Module (2)

stress and well-being


at work
Session Outline
2.1. Introduction to Stress and Well-Being at work.

2.2. Understanding job stress and its components.

2.3. A model of causes and consequences of stress.

2.4. Individual approaches to managing stress.

2.5. Organizational programs of wellness and job stress


management.

2.6. Downsizing: Anew form of permanent job


insecurity?
Part (1)

2.1. Introduction to Stress and Well-


Being at work
Introduction to Stress and Well-
Being at work
Case Study (1)
25000 employees survey

70% of employees perceive their jobs as “extremely


stressful”, with certain qualities:
 Higher claims on physical and mental health insurance
 Less productive
 Exhibit more turnover and absenteeism

28% think they are “burned out” , identifying certain


organizational stressors:
 Unfair demanding managers 25%
 Unsupportive co-workers 18%
 Job responsibilities that exceed personal resources 57%
Introduction to Stress and Well-
Being at work
Case Study (1)
25000 employees survey

Conclusion

1
Direct Employment Costs α
Work Load
2.1.1. job stress goes global
Case Study (2)

Average annual working hours of middle managers:


 Japanese manager 500 hrs
 German manager 250 hrs
 American manager 220 hrs

Medical reports of 10000 deaths in Japan attributed to Karoshi

Top list countries:


 Japan, USA, Sweden, Great Britain, Canada, Germany, France
Part (2)

2.2. understanding job stress and its


components
understanding job stress and its
components

Stressors refer to objects, events, and situations in our


physical and social environments that make a demand on
our minds or bodies.
A Stress Response is a mental or physical reaction to a
stressor.
Eustress is a positive mental or physical reaction to stress
Distress is a negative mental or physical reaction to stress
Failing at neither adaption nor removal to or of stressor
understanding job stress and its
components
General adaptation syndrome

Alarm

Resistance

Exhaustion
Part (3)

2.3. a model of causes and


consequences of stress
a model of causes and consequences
of stress
Causes of stress Consequences of stress
Individual
Environmental Factors Differences
Economic uncertainty Perception
Political uncertainty Job experience Physiological symptoms
Technological uncertainty Locus of control Headaches
Type A behavior High blood pressure
Heart disease
Organizational Factors
Task demands
Experienced Psychological symptoms
Role demands
Sleep disturbances
Interpersonal demands Hindrance
Depression, anxiety
Organizational structure Stress Declines in job satisfaction
Organizational leadership
Organization’s life-cycle stage
Behavioral symptoms
Productivity level
Individual Factors Attendance pattern
Family problems Quitting the job
Financial problems Accidents
Substance abuse
2.3.1. environmental factors that
can induce stress
economic uncertainty

Challenges: as increased competition, market deregulation, falling


demand, inflation.

Compensations: downsizing, pay levels reduction, work-week


shortening.

Antidote to economic certainty: job creation (the multinational phenomenon).


2.3.1. environmental factors that
can induce stress
political uncertainty

Political corruption

Inappropriate governmental intervention

Political instability and crowding-out effects


2.3.1. environmental factors that
can induce stress
technological uncertainty

Knowledge acquisition burden

Education-market gap

Roboticising and employment downsizing


2.3.2. organizational factors that
create stress
task demands:
 the extent of experiences autonomy
 the extent of experiences variety
 feedback on performance
 physical surroundings
role demands:
 Conflicts that arise between the employee’s personal values and
supervisory and organizational values.
 Conflicts in expectations with peers and supervisors.
 Role ambiguity that leads to lower job understanding
The case of whistle-blowing
interpersonal demands:
 pressures created by groups and co-workers
 lack of cooperation, trust and support within teams
 dysfunctional group dynamics
2.3.2. organizational factors that
create stress

organizational structure:
 extent of organization formality
 types of regulating rules and policies
 degree of centralization and participation

Organizational leadership:
 dominant culture created by the leadership style of to executives

organizational life-cycle stage:


 stages of establishment, growth, maturity and decline
2.3.3. personal factors that can
aggravate stress

family problems:
 family obstacles vs. permanent family conditions

financial problems:
 debt
Self budgeting deficits
2.3.4. individual differences
stress interpreters

perception:
 the way a persons interprets events and circumstances
 perceptional deviations (map is not territory)

job experience:
 generally functions as a stress reducer
The case for newly hired or transformed employees
Higher rate of job-coping skills

locus of control:
 internalizers feel a higher degree of control
 externalizers are more sensitive to environmental stimulus
2.3.4. individual differences
stress interpreters

type A behavior:

an action-emotion complex that can be observed in any person who is


aggressively involved in struggle to achieve more with lees personal resources,
and if required to do so, against the opposing effort of other things or people.

type A behavior shared qualities:

• Work long, hard hours under the conditions of constant deadline pressures
and chronic role overload
• Often take work home and are unable to relax at weekends or on vacations.
• Compete constantly with themselves
• Impatient
• Become easily frustrated
Types a and b

Type A Type B

•Measure success by quantity of results •Relaxes without guilt


•Always active and moving •Not concerned about time
•Behaves rapidly •Patient
•Does two or more things at once •Plays for fun, not to win
•Cannot cope well with leisure time •Has no pressing deadlines
•Obsessed with measures of performance •Never rushed
•Socially aggressive •Lower need for achievement
•Highly competitive
•Experience constant time pressure
2.3.5. consequences of stress

physiological symptoms:
 changes in metabolism that accompanies stressors
 examples of body diseases related to job stress
psychological symptoms:
Anger
Anxiety
Depression
Nervousness
Aggressiveness
Passiveness
Lower self-esteem
Concentration problems
Gradual withdrawal
2.3.5. consequences of stress

behavioral symptoms:
 Absenteeism, job hopping, smoking

High
Job Performance

Low
Stress Level
Low High
Self testing
are you yet burned out?

Scale: 1, only rarely, 2, sometimes, 3, often, 4, frequently, 5, always

1- I have difficulties concentrating on the job


2- I find my self considering the benefits of quitting
3- I’m more withdrawn at home
4- when I wake up, I hesitate going to work
5- I’ve been missing a lot of work lately
6- my job is expanding into my leisure hours
7- I’ve become more unsocial with some of my co-workers
8- I don not feel refreshed after the weekend
9- I’m often bored at work even though I’ve got lots of work to do
10- lately I’ve been maintaining bad health habits
Part (4)

2.4. individual approaches to


managing stress
2.4. individual approaches to managing
stress

Exercise

Relaxation

Diet

Opening up

Professional help
Part (5)

2.5. organizational programs of


wellness and job stress
management

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