STRESS MANAGEMENT

CHAPTER 10

@ZURAIDAH MOHAMED ISA/UiTM KEDAH/2008

Change, Dilbert Style

Source: DILBERT reprinted by per mission of United Feature Syndicate, Inc.

Exhibit 7.5

STRESS
Defined as a psychological state of the individual
which develops because the person is faced
with situations that tax or exceed available
resources (internal/external) as appraised by the
person involved
Also defined as a dynamic condition in which the
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

Stress: The Aftermath Of

Organizational Change
Stress
Occurs when individuals confront a situation
related to their desires for which the outcome
is perceived to be both uncertain and
important.
Positive stress: when the situation offers an
opportunity for one to gain something
Negative stress: when constraints or demands are
placed on individuals

Stressor
A factor that causes stress

Sources/Causes of Stress
There are three set of factors namely
environmental, organizational and
individual which acts as potential sources
of stress
Its symptoms can surface as physiological,
psychological and behavioral outcomes

The Relationship Between the

Level of Stress and Performance
Under low level of stress, the person
experiences little stimulation. It can lead to
feeling of boredom
But, when a person experiences high
stress, personal resources are strained
Under moderate stress levels,
performance is high because physical and
mental capacities are challenges. Thus,
the person is motivated

A Model of Stress

The Relationship Between the

Level of Stress and Performance
High

Optimum Stress Point

P
E
R
M
A
N
C
E

Low

Constructive Destructive
Zone
Zone

STRESS LEVEL

High

The constructive zone is where the levels of stress acts in a positive

way for both individual & org. the range between low to moderate
levels of stress stimulate individual & org to be more diligence,
creative & more energetic.

Inverted-U Relationship between

Stress and Job Performance

Personality Types
Type A personality

Type B personality

People who have a

chronic sense of
urgency and an
excessive
competitive drive

People who are

relaxed and
easygoing and
accept change
easily

Managing Stress
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network

Managing Stress
Organizational Approaches
Improved personnel selection and job
placement
Training
Use of realistic goal setting
Redesigning of jobs
Increased employee involvement
Improved organizational communication
Offering employee sabbaticals
Establishment of corporate wellness
programs