Chapter 7 Stress and WellbeingWho Wants to Get Rid of All the Stress in Your Life?Striking for Stress at VerizonSlide 4Strategic Importance of Workplace StressKnowledge ObjectivesWorkplace Stress DefinedSlide 8Stress ResponseKey DefinitionsSigns of StressTwo Models of Workplace StressDemand-Control ModelEffort-Reward Imbalance ModelRole ConflictRestoring and Maintaining Work-Life BalanceWork-Related StressorsIndividual Influences on Experiencing StressExtreme JobsConsequences of StressIndividual Consequences of StressOrganizational Consequences of StressIndividual Stress ManagementSlide 24Organizational Stress ManagementToxin HandlersWellness ProgramsIncentives for Participating in Wellness ProgramsThe Strategic LensQuestions7-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 7 Stress and Stress and WellbeingWellbeingSlides by Ralph R. Braithwaite7-2Who Wants to Get Rid of All Who Wants to Get Rid of All the Stress in Your Life?the Stress in Your Life?Only One Group of People Have No Stress7-3Striking for Stress at VerizonStriking for Stress at VerizonIssues:•Constant monitoring•Promised training – didn’t happen•Pressure to sell to every customer•Call center perceived as a “gold-plated” sweatshopExploring Behavior in Action7-4Striking for Stress at VerizonStriking for Stress at VerizonSettlement changes:•Advanced notification of monitoring•Monitoring only during regular hours•Face-to-face feedback•Permission to be away for 30 minutes•Formation of a committee•Funding for work-family support programs•Team vs. individual performance measures•Split shifts and job sharing•Limits on overtimeExploring Behavior in Action7-5Strategic Importance of Strategic Importance of Workplace StressWorkplace Stress26-40% of Americans find their work to be very or extremely stressful.25% of people believe their jobs are the most stressful part of their lives35% of respondents – somewhat or completely dissatisfied with job-related stressTHE GALLUPPOLL7-6Knowledge ObjectivesKnowledge Objectives1. Define stress and distinguish among different types of stress.2. Understand how the human body reacts to stress and be able to identify the signs of suffering from too much stress.3. Describe two important models of workplace stress and discuss the most common work-related stressors.4. Recognize how people experience stress.5. Explain the individual and organizational consequences of stress.6. Discuss methods that associates, managers, and organizations can use to manage stress and promote well-being.7-7Workplace Stress DefinedWorkplace Stress DefinedStressStressJob StressJob StressAcuteChronic7-8Adapted from Exhibit 7-1: Some Stress-Related ConditionsAcuteChronicAlertness andExcitementIncrease in EnergyUneasinessand WorryFeelings ofSadnessLoss ofAppetiteImmune SystemSuppressionIncreasedMetabolismDiabetesHigh BloodPressureLoss ofSex DriveLoweredResistanceAnxiety andPanic AttacksDepressionEatingDisturbancesIrritability7-9Stress ResponseStress ResponseAn unconscious mobilization of energy resources that occurs when the body encounters a stressor.7-10Key DefinitionsKey DefinitionsStressor – environmental conditions that cause individuals to experience stressEustress – positive stress that results from meeting challenges and difficulties with the expectation of achievementDystress – negative stress; often referred to simply as stress. Often results in overload.Job strain – function of workplace demands and the control an individual has in meeting those demands.Hans Selye7-11Signs of StressSigns of StressEdward Creagan, MD1. You feel irritable.2. You have sleeping difficulties. 3. You do not get any joy out of life.4. Your appetite is disturbed. 5. You have relationship problems and have a difficult time getting along with people.7-12Two Models of Workplace StressTwo Models of Workplace StressDemand-ControlModelEffort-RewardImbalanceModel7-13Demand-Control ModelDemand-Control ModelPassiveActive(EUSTRESS)High Strain(DYSTRESS)Low StrainJob DemandsJob ControlHighLowHighLowAdapted from Exhibit 7-2: The Demand-Control Model of Workplace Stress7-14Effort-Reward Imbalance ModelEffort-Reward Imbalance ModelAdapted from Exhibit 7-3: The Effort-Reward Imbalance Model of Workplace StressOvercommitmentOvercommitmentOvercommitmentOvercommitmentHigh EffortHigh EffortHigh EffortHigh EffortLow RewardLow RewardLow RewardLow RewardDemandsDemandsObligationsObligationsDemandsDemandsObligationsObligationsPayPayEsteemEsteemPayPayEsteemEsteem7-15Role ConflictRole ConflictA situation in which different roles lead to conflicting expectations7-16ManagerialAdviceRestoring and Maintaining Restoring and Maintaining Work-Life BalanceWork-Life Balance•Focus on what is truly important.•Take advantage of work-related options.•Protect non-work time.•Manage your personal time.•Set aside specific time eachweek for recreation.Thoughts?7-17Work-Related Work-Related StressorsStressorsRole AmbiguityWorkOverloadOccupationResourceInadequacyWorkingConditionsManagement StyleMonitoringJobSecurity7-18Type A vs.Type A vs.Type BType BPersonalityPersonalitySelf-EsteemSelf-EsteemHardinessHardinessGenderGenderIndividual Individual Influences on Influences on Experiencing Experiencing StressStress7-19ExperiencingStrategic OBExtreme JobsExtreme Jobs•What are your thoughts on working 60 or more hours a week?•Do you think you could like a job that much to put in the extra time?•Do you think everyone who works these kinds of hours is a “workaholic”?•How does work-life balance fit here?•Why do you think the gender difference still persists?7-20Consequences of StressConsequences of StressIndividualIndividualOrganizationalOrganizational7-21Individual Consequences of StressIndividual Consequences of StressStressStressPsychological•Anxiety•Depression•Low self-esteem•Sleeplessness•Frustration•Family problems•BurnoutBehavioral•Excessive smoking•Substance abuse•Accident proneness•Appetite disorders•ViolencePhysiological•High blood pressure•Muscle tension•Headaches•Ulcers, skin diseases•Impaired immune systems•Musculoskeletal disorders•Heart disease•Cancer7-22Organizational Consequences Organizational Consequences of Stressof StressAdapted from Exhibit 7-4: Managerial Costs of Job Stress•Total U.S. corporate profits in 2006 – $897.6 billion•Entire U.S. gross domestic product (the market value of the nation’s goods and services) was approximately $13,246
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