Chapter 7

Organizational Stress: An Individual View

John M. Ivancevich Michael T. Matteson
Slides Prepared by Bruce R. Barringer University of Central Florida

McGraw-Hill Companies, Inc., 1999

Learning Objectives
Slide 1 of 2

Define what is meant by the term stress. Describe the various components of the organizational stress model. Distinguish between three different types of stressors. Discuss major individual and organizational consequences of stress.
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Learning Objectives
Slide 2 of 2

Identify three important variables which moderate the stress process. Describe several different organizational and individual approaches to stress prevention and management.

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Stress Defined
An adaptive response, moderated by individual differences, that is a consequence of any action, situation, or event, that places special demands on a person.

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Factors Affecting the Level of Stress Felt by an Individual

Importance Uncertainty Duration

How significant the event is to the individual

A lack of clarity about what will happen

Length of time of special demands

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Exhibit 7.1: Organizational Stress: A Model

Stress Moderators - Personality facets - Type A behavior - Social support Work Stressors - Physical environment - Individual - Group & organizational Stress Consequences - Organizational - Individual

Stress

The experience of special demands being placed on an individual

Stress Prevention & Management - Maximizing personorganization fit - Organizational programs - Individual approaches
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Work Stressors
Slide 1 of 2

Stressors
Are those actions, situations, or events that place special demands on a person.

Work Environment Stressors

Work environment stressors are often termed blue-collar stressors because they are more a problem in blue collar occupations.
Examples include: repetitive stress injury, chemicals, heat stress, pesticides, and noise.
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Work Stressors
Slide 2 of 2

Individual Stressors
Roles Conflict
Is present whenever compliance by an individual to one set of expectations about the job is in conflict with compliance to another set of expectations.

Work Overload
Qualitative overload occurs when people feel they lack the ability needed to complete their jobs, or the performance standards have been set too high. Quantitative overload results from having too many things to do or insufficient time to complete a job.
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Exhibit 7.2: The Underload Overload Continuum

Optimal stress Low performance Underload Boredom Decreased motivation Absenteeism Apathy Optimal performance

Low performance Overload Insomnia Irritability Increased errors Indecisiveness

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High motivation High energy Sharp perception Calmness

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Group and Organizational Stressors

Organizational Culture Lack of Performance Feedback

Downsizing

Participation

Intra and Intergroup Relationships Inadequate Career Development Opportunities

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Organizational Politics

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Stress Consequences
Slide 1 of 2

Individual Consequences
Psychological Consequences
Anxiety, frustration, apathy, & lowered self-esteem.

Cognitive Consequences
Poor concentration, inability to make sound decisions or any decisions at all, & mental blocks.

Physiological Consequences
Increased heart rate, elevated blood pressure, sweating, & hot and cold flashes.
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Stress Consequences
Slide 2 of 2

Organizational Consequences
Costs
In the U.S., stress causes organizations approximately $150 billion per year in poorer decision making and decreases in creativity.

Job Dissatisfaction
Excessive stress increases job dissatisfaction.

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Burnout Indicators
Slide 1 of 2

Emotional Exhaustion
Feel drained by work, feel fatigued in the morning, frustrated, & do not want to work with other people.

Depersonalization
Have become calloused by job, treat others like objects, do not care what happens to other people, feel other people blame you.
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Burnout Indicators
Slide 2 of 2

Low Personal Accomplishment

Cannot deal with problems effectively, do not have a positive influence on others, cannot understand others problems or identify with them, & no longer feel exhilarated by your job.

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Stress Moderators
Slide 1 of 2 Personality Type A Behavior Pattern
This type A person is an aggressive driver who is ambitions, competitive, task-oriented, and always on the move

- Emotional Stability

- Agreeableness
- Locus of Control - Self-Efficacy

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Stress Moderators
Slide 2 of 2 Social Support
The comfort, assistance, or information an individual receives through formal or informal contacts with individuals or groups.

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Organizational Stress Prevention and Management Programs

Employee Assistance Programs (EAP)
Designed to deal with a wide range of stressrelated problems, including behavioral and emotional difficulties, substance abuse, and family and marital discord.

Wellness Programs
Focus on an employees over physical and mental health.
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Individual Approaches to Stress Prevention and Management

Mediation Biofeedback

Relaxation Training
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Cognitive Techniques
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