Вы находитесь на странице: 1из 7

CHAPTER 7

MANAGING STRESS AND THE WORK-LIFE BALANCE

NATURE OF STRESS
Stress is defined as a persons adaptive response to a stimulus that places excessive
psychological or physical demands on him or her.
To further understand this definition, we try to explain its components. First is the notion of
adaptation. People may adapt to stressful circumstances in any of several ways. Second is the
role of the stimulus. This stimulus, called a stressor, is anything that induces stress. Third,
stressors can be either psychological or physical. Finally, the demands the stressor places on
the individual must be excessive for stress to actually result. (What is excessive for one person
may be tolerable for another; a person must perceive the demand to be excessive)
The Stress Process
Much of what we know about stress today can be traced to the pioneering work of Dr. Hans
Selye. Among Selyes contributions were his identification of the general adaptation syndrome
and the concepts of eustress and distress.
General Adaptation Syndrome
According to this model, each of us has a normal level of resistance to stressful events. Some of
us can tolerate a great deal of stress and others much less, but we all have a threshold at which
stress starts to affect us.
Example Situation: A manager is assigned to write a lengthy report overnight.
1ST STAGE: ALARM
The GAS begins with the first stage, known as alarm, when a person first encounters a
stressor. At this point, the person may feel some degree of panic and begin to wonder how to
cope. The individual may also have to resolve a fight-or-flight question: Can I deal with this,
or should I run away?
In the given situation above, the managers first reaction in this stage may be How will I
ever get this done by tomorrow?
2nd STAGE: RESISTANCE
At the Stage 2 of the GAS, the person is resisting the effects of the stressor.
If the stressor is too extreme, the person may simply be unable to cope with it. In most cases,
however, the individual gathers his or her strength (physical or emotional) and begins to resist
the negative effects of the stressor.
The manager may try to calm down, call home to tell her kids that shes working late, roll up her
sleeves, order out for dinner, and get to work.

Often, the resistance phase ends the GAS.


If the manager completes the report earlier than she expected, she may drop it in her briefcase,
smile to herself, and head home tired but happy.
3RD STAGE: EXHAUSTION
On the other hand, prolonged exposure to a stressor without resolution may bring on Stage 3. At
this stage, the person literally gives up and can no longer fight the stressor.
The manager may fall asleep at her desk at 3 a.m. and fail to finish the report.

Distress and Eustress


Eustress indicates that some sources of stress may not be bad. For example, receiving a bonus
and then having to decide what to do with the money can be stressful. Getting a promotion,
making a speech as part of winning a major award, getting married and similar good things.
Distress, also known as negative stress, generally results in negative consequences. Examples
include: excessive pressure, unreasonable demands on our time and bad news all fall into this
category.

INDIVIDUAL DIFFERENCES AND STRESS


Type A and Type B Personality Profiles
-

These were first observed by two cardiologists: Meyer Friedman and Roy
Rosenman
It originated when a worker repairing the upholstery on their waiting-room chairs
commented on the fact that many of the chairs were worn only on the front.
They realized that many of their heart patients were anxious and had a hard time
sitting still.

Their study led them to conclude that the differences were based on personality and
labeled as Type A and Type B.
TYPE A

- extreme individual:
competitive
very devoted to work
had a strong sense of time urgency

TYPE B
- extreme individual:
less competitive
less devoted to work
has a weaker sense of time urgency

They pointed out that most people are not purely Type A and Type B.
People tend toward one or the other type
Initial research: Suggested that Type As were much more likely to get coronary heart
disease than Type Bs
Recent Findings: Type As are much more complex than originally believed. (more likely
to be depressed and hostile any of these or combination of them can lead to heart
problems)
Finally, one study that found Type As to be actually less susceptible to heart problems
than Type Bs
Explantion was: Type As are relatively compulsive may seek treatment earlier and are
more likely to follow their doctors orders
Hardiness
- a persons personality to cope with stress
-

internal locus of control

strongly committed to activities

view change as an opportunity for advancement and growth

Optimism
- extent to which a person sees life in positive or negative terms
-

related to positive and negative affectivity

handles stress better

sees positive characteristics in a situation

COMMON CAUSES OF STRESS


Stress can be caused by multiple factors.

Two categories: organizational stressors and life stressors.

Organizational Stressors
- These are various factors in the workplace that can cause stress
- There are four general sets of organizational stressors:
1. Task Demands
Stressors associated with the specific job a person performs
Examples:
a. Lack of job security
b. Overload
Occurs when a person simply has more work than he/she can handle.
Can be: quantitative (too many task to perform or too little time to
perform them) or qualitative (the person believes that he/she lacks the
ability to do the job)
Too much stress is clearly undesirable but too little stress can also cause
problems like boredom and apathy, and can lead to low performance.
2. Physical Demands
Stressors associated with the jobs physical setting such as temperature, lighting,
workspace, etc.
3. Role Demands
Stressors that are associated with the role a person is expected to play
A role is a set of expected behaviors associated with a particular position in a
group or organization.
Individuals perceive role expectations with varying degrees of accuracy and then
attempt to enact that role.
Errors can occur leading to stress-inducing problems:
a. Role ambiguity occurs when a role is unclear (Ex: Your boss tells you to
write up a proposal but doesnt expound.)
b. Role conflicts occurs when the messages and cues from others about the
role are clear but contradictory.
i.
Inter-role conflict conflict between roles.
ii.
Intra-role conflict may occur when a person gets conflicting
demands from different sources within the context of the same
role.
iii.
Intra-sender conflict occurs when a single source sends clear but
contradictory messages.
iv.
Person-role conflict results from a discrepancy between the role
requirements and the individuals personal values, attitudes, needs.
c. Role overload occurs when expectations for the role exceed the
individuals capabilities. This may also result when an individual takes on
too many roles at one time.
4. Interpersonal Demands
Consists of three interpersonal demands:

a. Group pressures may include pressure to restrict output or pressure to


conform to the groups norms.
b. Leadership leadership style may cause stress. (Ex: Autocratic leaders may
cause stress for his subordinates)
c. Interpersonal conflict can occur when two people with clashing
personalities need to work together
Life Stressors
- Stress in organizational settings can be influenced by events outside the organization
- Can be categorized in terms of:
1. Life Change
Any meaningful change in a persons personal or work situation
First developed and popularized by Holmes and Rahe.
According to them, major changes in ones life can cause stress
2. Life Trauma
Similar to life change but narrower and more direct.
It is any upheaval in ones life that can lead to a change in his/her attitude,
emotion, or behavior

CONSEQUENCES OF STRESS

Individual Consequences
- Consequences that mainly affect the individual which in effect may make the
organization suffer directly or indirectly
- Has 3 sub-categories:
1. Behavioral consequences may harm the person under the stress or others. (Ex:
smoking, usage of drug, aggression, violence, appetite disorder)
2. Psychological consequences relate to a persons mental health and well-being. (Ex:
depression, sleeping too much or less). May lead to family problems.
3. Medical consequences relates to a persons physical well-being. (Ex: heart disease,
stroke, migraines, backaches, ulcer, etc.)

Organizational Consequences
- Individual consequences may also have an effect on the organization
1. Performance decline in performance resulting to poor quality of work and decrease
in productivity. Managers may have difficulty in decision making and maintaining the
relationship between colleagues since they are easily irritable.
2. Withdrawal has 2 significant forms: absenteeism and quitting. Employees may
consider leaving, filing absences due to sickness, may start not giving importance to
their work.
3. Attitudes employees would start working at mere mediocrity as to go by the day.
They may be prone to complaining about small and unimportant things

Burnout

It is the condition of exhaustion by which a person experiences when faced by too


much pressure but lacks satisfaction.
A sign of which is when an individual starts dragging him/herself to work, and
accomplish less work
Effect of fatigue, frustration, prolonged stress, helplessness, and burden of
overwhelming demands
May lead to loss of self-confidence and withdrawal from the company.
People with high aspirations are usually the ones that experience this

MANAGING STRESS
Effective stress management is essential in organizations and employees because stress can result
to poor performance. Stress management can be in a scope of an individual to organizational
scope.
Individual Coping Strategies
1. Exercise According to a study, people who exercise regularly are less likely to feel
tension and stress, and also they are more self-confident and greater optimisim.
2. Relaxation Relaxation is an effective way to adapt. Example of relaxation is taking
regular vacations. It is recommended to take regular breaks during normal working
hours.
3. Time Management Daily pressures can be eased or eliminated through effective time
management. One way of managing time is creating a list of activities that needs to be
done urgently or optionally.
4. Role Management An individual who actively works to avoid overload, ambiguity,
and conflict. One role management strategy is learning how to refuse extra
responsibilities being offered. For example, an employee who is already loaded with
responsibilities will not ask for more responsibilities.
5. Support Groups a group is simply a group of family members or friends with whom a
person can spend time. Example is hanging out with co-employees after working.
Support groups are also helpful in sharing ones frustrations and problems.
Organizational Coping Strategies
1. Institutional Programs These programs are undertaken through established
organizational mechanisms. For example, (1) proper design of jobs, and (2) work
schedules. (3) Organizations culture which should be in a healthy mix of both work and
non-work activities. (4) Supervision which can be used to assign workload reasonably
2. Collateral Programs organizational program specifically created to help employees
deal with stress. Examples of which is health programs (employee fitness) that is geared

toward the health of the employees. Career development programs are also helpful in
dealing with stress.

WORK-LIFE LINKAGES
Fundamental Work-Life Relationships
Work-life relationships include any relationships between dimensions of the persons work life
(an individuals current job, his or her career, interpersonal relations at work and job security)
and the persons personal life (the persons spouse or life companion, dependents, personal life
interests and friendship networks).
For example, a person with numerous dependents may prefer a job with a relatively high salary,
fewer overtime demands, and less travel. On the other hand, a person with no dependents may be
less interested in salary and more receptive to overtime, and enjoy job-related travel.
Stress will occur when there is a basic inconsistency or incompatibility between a persons work
and life dimensions.
Balancing Work-Life Linkages
1. The important thing is to recognize the potential trade-offs in advance between the two
dimensions so that they can be carefully weighed and a comfortable decision be made.
(Strategies for such include flexible work schedules and telecommuting)
2. Individuals must also recognize the importance of long-term versus short-term
perspectives in balancing their work and personal lives.
3. People also have to decide for themselves what they value and what trade-offs they are
willing to make.

Вам также может понравиться