Chapter Chapter Learning Learning Objectives Objectives After studying this chapter, you should be able to: – – – – – –
Define Stress. Understand different stages of Stress. Explain the relationship between Stress and Performance. Outline the nature of Stress. Identify potential sources of Stress and its consequences. Understand Individual and Organisational approaches to managing Stress.
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Stress Stress Management Management
Stress Stress Management Management ďƒ˜ Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
According to Selye, there are three stages of stress: 1) Alarm Reaction- Under this stage, an initial shock phase of lowered resistance is followed by counter-shock during which an individual’s defense mechanisms are activated. It involves an elevated heart rate, increased respiration, increased blood pressure. 2)
Resistance- It is a stage of maximum adaptation when the individual restores the equilibrium.
3)
Exhaustion- If the stressor continues or defense mechanism falters, individual moves to this stage. Symptoms of fatigue or emotional breakdown may appear.
Stress Stress and and Performance Performance ďƒ˜ The best known and most thoroughly documented pattern in the stress performance literature is the inverted-U relationship. ďƒ˜ Stress can be either helpful or harmful to job performance depending upon the amount of it. -When there is no stress, job challenges are absent and performance tends to be low. -As stress increases, performance increases as stress helps a person mobilize resources to meet job requirements. Ultimately stress reaches a plateau that corresponds with a person’s top performance capability. -Finally. if stress becomes too heavy, performance will decline and if it increases to a breaking point, performance comes down to zero.
Nature Nature of of Stress Stress Eustress and Distress  Eustress is positive stress that accompanies achievement and exhilaration. It is the stress of meeting challenges such as those found in a managerial job.
 Distress occurs when we feel insecure, inadequate, helpless or desperate as the result of too much, or too little, pressure or tension.
Potential Potential Sources Sources of of Stress Stress  Environmental Factors -Economic uncertainty -Political uncertainty -Technological uncertainty
 Individual Factors -Family problems -Economic problems -Personality
 Organisational Factors -Task demands (design of individual jobs-autonomy, task variety, degree of automation; working conditions etc.) -Role demands (Role conflicts, Role ambiguity) -Interpersonal demands (Lack of support from colleagues) -Organisational structure (Excessive rules, lack of participation in decisions) -Organisational leadership (Managerial style of senior executives) -Organisations’ life stage (Establish, grow, mature and decline)
Consequences of Stress Physiological Symptoms -Headaches , high blood pressure, ulcers & related stomach disorders
Psychological Symptoms -Anxiety, depression, decrease in job satisfaction
Behavioural Symptoms -Productivity, Absenteeism, increase in smoking & alcohol consumption
Managing Managing Stress Stress ďƒ˜ Individual Approaches -Time-Management principles -Physical Exercises -Relaxation Techniques -Social Support Network
ďƒ˜Organisational Approaches
-Selection & Placement Decisions -Training -Goal Setting -Redesigning Jobs -Increasing Employee Involvement -Increasing Organisational Communication -Sabbaticals -Wellness Programmes