8/3/2019 Unit-4 Stress Management

1/21

UNIT 4

Stress Management

8/3/2019 Unit-4 Stress Management

2/21

Contents

y Causes ofstressand fatigueand

y Itsimpact onproductivityand job satisfaction,

y Humanengineeringfordesigningeffective jobs,

y Job rotation,enrichment,enlargementand

reengineeringworkprocess

8/3/2019 Unit-4 Stress Management

3/21

What is Stress??

y Anindividualsadaptive

responseto asituation

thatisperceivedas

challengingorthreatening

to thepersons well-being.

8/3/2019 Unit-4 Stress Management

4/21

Continued

y It is a dynamic condition in which an

individual is confronted with an

opportunity, a demand, or a resourcerelated to what the individual desires and

for which the outcome is perceived to be

both uncertain and imp

ortant.

8/3/2019 Unit-4 Stress Management

5/21

Distress--- thedegree of

physiological,psychological

and behavioraldeviation from

healthy functioning.

Stress from overwork, job insecurity

andinformation overload.

Eustress refersto thehealthy,

positive,constructive outcome of

stressfuleventsandstressresponse.

Itisthestressexperiencein

moderation,enoughto activateand

motivatepeople

Challengestressors

Hindrancestressors

8/3/2019 Unit-4 Stress Management

6/21

Selyes GeneralAdaptationSyndrome

Low

High

Normal

state

Abilityto

cope

Time

Stage 1

Alarmreaction

Stage 2

Resistance

Stage 3

Exhaustion

8/3/2019 Unit-4 Stress Management

7/21

Causesandconsequences ofstress

Work-related

Stressors

Interpersonal

Stressors

Role-related

Stressors

Taskcontrol

Stressors

Organizational/

PhysicalEnvironment

Stressors

Non-workstressors

Stress

Individual

differences

Consequences of

Distress

Physiological

Heartdiseases

Ulcers

High BP

Sleepdisturbances

Moreillness

Psychological

Job dissatisfaction

Depression

Exhaustion

MoodinessBurnout

Behavioral

Lower Job performance

Moreaccident

FaultydecisionsWorkplaceaggression

8/3/2019 Unit-4 Stress Management

8/21

Causes of stress

y Interpersonalstressors

Sexualharassment

Workplaceviolence

Workplace bullying

y Rolerelatedstressors

Roleconflict

Roleambiguity

Work overload Karoshi

y Taskcontrolstressors

y Organizationalandphysicalenvironmentstressors

8/3/2019 Unit-4 Stress Management

9/21

Continued.

y Work-Nonworkstressors

Time basedconflict

Strain basedconflict

Role basedconflict

8/3/2019 Unit-4 Stress Management

10/21

Individual differences in stress...

Two peoplemay beexposedto thesame

stressor, butmayexperiencedifferentlevels

ofstress why?

8/3/2019 Unit-4 Stress Management

11/21

Continued...

y Each ofusperceivethesamesituationdifferently

y Peoplehavedifferentthresholdlevels ofresistanceto a

stressor.

y Theyusedifferentcoping strategies.

8/3/2019 Unit-4 Stress Management

12/21

Continued

y Workstressand TypeA/ Type B behaviorpattern

y Workstressand workaholism

8/3/2019 Unit-4 Stress Management

13/21

Consequences of distress

y Physiologicalconsequences

y Psychologicalconsequences

y Behavioralconsequences

(ReferSlideno. 5)

8/3/2019 Unit-4 Stress Management

14/21

Managing work related stress

Removethe stressor

Withdraw fromthestressor

Changestressperceptions

Controlstressconsequences

ReceiveSocialsupport

8/3/2019 Unit-4 Stress Management

15/21

Human Engineering

y Ergonomics.

y Astudy ofcapabilitiesandlimitations ofmentaland

physical workindifferentsettings.

y Itappliesanatomical,physiologicalandpsychologicalknowledge (calledhuman factors) to workand work

environmentsin orderto reduce oreliminate factors

thatcausepain ordiscomfort.

8/3/2019 Unit-4 Stress Management

16/21

Job Enlargement

y Job scopehastwo dimensions. Breadthanddepth

y Job breadthisthenumber ofdifferenttasksan

individualisdirectlyresponsible for. Itranges from

narrow to wide jobs.y Employees withnarrow job breadth weresometimes

givena widervariety ofdutiesin orderto reducetheir

monotony. Thisprocessiscalledjob enlargement.

8/3/2019 Unit-4 Stress Management

17/21

Job rotation

y Involvesperiodicassignment ofanemployeeto

completelydifferentsets of job activities.

y Effective wayto developmultipleskillsinemployees.

y Italso createsgreater job interestandcareer optionsforemployees.

8/3/2019 Unit-4 Stress Management

18/21

Job Enrichment

y Developed by Frederick Herzberg

y Focuses onhigher-orderneeds.

y Seeksto adddepthto a job bygivingworkersmore

control,responsibilityanddiscretion overhow their jobisperformed.

8/3/2019 Unit-4 Stress Management

19/21

Job Enrichment

Job enrichment

and

Job enlargement

Routine Job Job enlargement

Few Many

Number oftasks

(Focus on breadth)

Higher-

order

Lower-

order

Accen

tonn

eeds

(Focu

s

ond

epth)

Difference between job enrichmentand job enlargement

8/3/2019 Unit-4 Stress Management

20/21

Benefits ofJob Enrichment

Job Enrichment

Benefits

Individual:

Growth

Selfactualization

Job satisfaction

Organization:

Intrinsicallymotivatedemployees

Betteremployeeperformance

Lessabsenteeismandturnover, fewergrievances

Society:

Fulluse ofhumanresources

Moreeffective organizations

8/3/2019 Unit-4 Stress Management

21/21

Re-engineering

y A businessprocessisaset oflogicallyrelatedtasks

performedto achieveadefined business outcome.

y BusinessProcess Reengineering(BPR) is basicallythe

fundamentalrethinkingandradicalre-design,madeto an

organizationsexistingresources.

y Itisanapproach forredesigningthe way workisdonetobettersupportthe organizationsmissionandreducecosts.

y Itstarts withahigh-levelassessment ofthe organizations

mission,strategicgoalsandcustomerneeds.y Basicquestionsareasked,suchas "Does ourmissionneed

to beredefined?Are ourstrategicgoalsaligned with ourmission?Who are ourcustomers?"