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JOB STRESS,
COUNSELLING
AND
MENTORING
EXCEL BOOKS29-1
29Chapter
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ANNOTATED OUTLINE
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INTRODUCTIONStress may be understood as a state of tension experienced by
individuals facing extraordinary demands, constraints or opportunities.
Stress is the spice of life and there is way to avoid it totally. A certain
minimum level of stress, in fact, may help executives to stretch their
capabilities fully. This is where psychologists draw the line between
constructive stress and destructive stress.
Eustress: this is positive stress that accompanies achievement
and exhilaration
Distress: this is harmful stress, characterised by a loss of feelings
of security and adequacy.
An optimum level of stress, as research evidence indicates, is needed
to spur people to peak performance.
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Two faces of stress
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Constructive stress Destructive stress
High
Rustout Burnout
Low
Low Moderate High
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General Adaptation Syndrome
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Hans Selye called the three phases of the defence reaction that aperson establishes when stressed as the general adaptationsyndrome.
The alarm stage
The reaction stage
The stage of exhaustion
Symptoms of Stress Biological
Psychological
Behavioural
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Sources of Stress
Important sources of stress may be listed thus:
Organisational factors1. Organisational demands
2. Role conflict
Intrasender conflictIntersender conflict
Interrole conflict
Person-role conflict
3. Role ambiguity
4. Role overload5. Role underload
6. Interpersonal relationships
7. Ineffective communication
8. Responsibility
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9. Job change10. Climate within a company
Personal factors11. The impact of life change
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The Social Readjustment Rating ScaleLife event Scale value
Death of spouse 100
Divorce 73
Marital separation 65
Jail term 63
Death of close family member 63Major personal injury or illness 53
Marriage 50
Fired from work 47
Marital reconciliation 45
Retirement 45
Sources of Stress
Cont
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Major change in health of family member 44
Pregnancy 40
Sex difficulties 39
Gain of a new family member 39
Business readjustment 39
Changes in financial state 38Death of a close friend 37
Change to a different line of work 36
Change in number of arguments with spouse 35
Mortgage over $ 10,000 31
Foreclosure of mortgage or loan 30
Change in responsibilities at work 29
Son or daughter leaving home 29Trouble with in-laws 29
Outstanding personal achievement 28
Wife begins or stops work 26
Begin or end school 26
Change in living conditions 25
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The Social Readjustment Rating Scale
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Revision of personal habits 24
Trouble with boss 23
Change in work hours or conditions 20
Change in residence 20
Change in schools 20
Change in recreation 19Change in church activities 19
Change in social activities 18
Mortgage or loan less than $ 10,000 17
Change in sleeping habits 16
Change in number of family get-togethers 15
Change in eating habits 15
Vacation 13Christmas 12
Major violations of the law 11
Source: Rahe. L.O. & Holmes. T.H. Scaling of Life Change: Comparison of direct and indirect methods, Journalof Psychosomanic
Research, 1971.
The Social Readjustment Rating Scale
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Job Stress, Counselling And Mentoring
12. Type A and Type B personalities
Characteristics of type A personality Always moves, walks and eats rapidly
Feels impatient with the pace of things, hurries others, dislikes waiting
Does several things at once
Feels guilty when relaxing
Tries to schedule more and more in less and less time
Uses nervous gestures such as clenched fist, banging hand on table
Does not have time to enjoy life
Sources of Stress
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Characteristics of type B personality
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Is not concerned about time
Is patient
Does not brag
Plays for fun, not to win
Relaxes without guilt
Has no pressing deadlines
Is mild mannered
Is never in a hurry
13. Externals vs. Internals and the belief in external locus of control
14. Other reasons.
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Stress reveals itself in a number of ways
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Consequences of Stress
Subjective effects: Anxiety, aggression, apathy, boredom, depression, fatigue,frustration, guilt and shame, irritability and bad temper, moodiness, low self-esteem,tension, nervousness, and loneliness.
Behavioural effects: Accident proneness, drug use, emotional outbursts,excessive eating or loss of appetite, excessive drinking and smoking, excitability,impulsive behaviour, impaired speech, nervous laughter, restlessness andtrembling.
Cognitive effects: Inability to make decisions and concentrate, frequentforgetfulness, hypersensitivity to criticism and mental blocks
Physiological effects: Increased blood and urine catecholamines andcorticosteroids, increased blood glucose levels, increased heart rate and bloodpressure, dryness of the mouth, sweating, dilation of the pupils, difficulty inbreathing, hot and cold spells, lump in the throat, numbness and tingling in partsof the limbs.
Organisational effects: Absenteeism, poor industrial relations and poorproductivity, high accident and labour turnover rates, poor organisationalclimate, antagonism at work and job dissatisfaction.(Source: T.Cox, Stress, Baltimore, University Park Press, 1978)
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Management of Stress
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Job Stress, Counselling And MentoringJob Stress, Counselling And Mentoring
There are a variety of ways in which individuals cope or deal withstress at work. Broadly speaking, these could be classified into twocategories:
Individual coping strategies
Time management
This would require identification of factors that cause wastage oftime and finding appropriate solutions to each one of the identifiedtime wasters.
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Time wasters: causes and solutions
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dapt our communication to the needs ofothers.
Telephone Not able to terminate Define p re-set time limi ts (I can talk
interruptions conversations for a couple of minutes.) 6 re-handle (before we
hang up).#
e frank and assert that ou would like
to end now.
8ack ofdelegation Set ti me for taking calls.
2a v e a scree ning
methodology.
No organisation orplan forhandling
Unplanned Unclear purpose Set objectives, evaluate alternatives
travel8ike phone cal l, letteror conference call.
6 ooruse o f travelling time Take early flights to, late flights out.Keep reference
diary/folder in hand-baggage, keep it on the top.
Cont
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Not delega ting while you are Define what can be done by o thers
a w a y. wh ile you are out
9
eetings@
ack of objectives Don t meet without a purpose oragenda
Too many/too few Only involve those who are needed.A
ailure to summarise or follow up Identify wh ich areas need meeting and which dont.
Set time limits.B
lways summarise conclusions and take
commitments.
C
isitorsD
E
pecting subordinates to check Implement F uiet hour , no meeting hour etc.,
unannounced with y o u e xcessive ly
Wanting to be informed on every-G
e available but on a need assist basis. Stand up
thing. when people come in, keep stand ing.No prioritising orplann ing ofyour
own non-availab ility
Lack of self Lack of standards Set personal standards for all your key areas
discipline (conditions which will exist when the job iswe ll done).
Lack of setting deadlines. Set deadlines for yourself and for others.
Leaving tasks unfinished .H
ememberpeople focus on what you inspect,not expec t, including you.
Comp lete tasks once started.
Socialising Desire for change in environment Take breaks where no one is workingThinking it is important foryour Con trol yourself
busine ss.Distingu ish be tween necessary socia lisin g a n d
needless socialisingProcrasti- Do ing the easy things first and Attack the difficul t f irs t, the easy is
Nation leaving the difficult for later easy.H
ecogn ise this as rationa lisation.I will work under pressure, Just do it.
syndrome .
Persona lA
ear of forgetting Use a planner.A
ollow a to do l ist.
disorgan i-D
xcessive use of paperwork Don t t r y to rememberwhat can bezation Fearof loss of control retrieved.
I syndromeI
ave systems to provide need based information,do not clutter yourself with all the information and
file.H
ecogn ise that excessi ve power also ind ic ates
indecision, procrastination and insecurity.
Time wasters: causes and solutions
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Physical exercise
Meditation and relaxation
Useful Individual Coping Strategies Keep a pet
Say your prayers
Sing aloud
Laughter, the elixir
Sleep right
Be good at loving
Spend time with children
Take a walk
Make friends
Enjoy the idiot box
Cultivate interests
Dare to dream
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Organisational coping strategies
Role clarity
Supportive climate
Clearer career paths Company-wide programmes
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Company wide programmes tomanage stress
Job enrichment
Employee counselling
Training and development programmes
Establishing autonomous work groups
Establishing variable work schedules
Setting up health clubs and offering health facilities
Service benefits including marriage gifts, birthday bonus, transport subsidy, longservice bonus ( IIT for example, offers this to those employees who stay withthe company for more than 5 years. Infosys Technologies offers the stock optionplan to all employees who remain committed and loyal etc.) family planning gifts,
health club memberships, credit cards, housing/car loans etc.
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Burnout
Burnout is the total depletion of physical and mental resourcescaused by excessive striving to reach an unrealistic work-relatedgoal. The following self-test clearly reflects what executive burnoutis
Burnout self-test Are you working more now and enjoying it less?
Do you find it more difficult to confide in others?
Must you force yourself to do routine things?
Are you listless, bored, constantly seeking excitement?
Would you rather be somewhere else?
Have you lost the joy of sex?
Do you drink more than you used to?
Do you need a tranquiliser to face the day..a sleeping pill to get through thenight?
Are you resigned about your future?
Is your need for a particular crutch increasing? (smoking, nail biting etc.)
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Reducing burnout
Identification
Prevention
Mediation
Remediation
Burnout
Checklist of temporary escape techniques
Spend time reading those books you have been promising yourself you would read.
Go to the movies.
Listen to good music.Work it off by exercising.
Avoid striving. Shun the Superperson urge.
Give in more often.
Create a quiet scene and escape for a while Cont
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Use "not now" buttons.
Plan your work.
Write a letter.
Take an adult education course.
Take a walk..
Talk it out, confide in someone you trust.Cry.
Take a bubble bath.
Focus on enjoyment.
Avoid making too many big changes at once.
Be realistic.
Tackle one task at a time.Hit a tennis ball against a wall and work off your anger.
Do something for others.
Go easy with criticism.
Establish a nutritious diet
Checklist of temporary escape techniques
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Employee Counselling
Counselling is a dyadic relationship between a manager who isoffering help and an employee to whom such help is given.Counselling helps a person overcome emotional problems andweaknesses related to performance.
Features of Counselling The focus is on developmental, educational, preventive concerns
Processes such as guidance, classification, suggestion etc., are commonlyemployed
The emphasis is on problem-solving and situational difficulties
The relationship between the counsellor and the counsellee is friendly,advisory, helpful and trustworthy.
The aim is to clear the mind (of a counseller) of cob-webs, mentalblocks and improve personal effectiveness.
Source: .K Singh,HRM, Excel Books, ew Delhi 1999.
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The process of counselling
Rapport building
Exploration
Action planning
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Employee Counselling
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The process of performancecounselling
PP Q
se HelR
fulS
eP Q T
iour HinderingS
eP Q T
iour
I.U Q R R
ortS
uilding
Attend ing Rituals
Conversation on persona l matters Discussion of behaviour from the beginning
Smile
Listening (to) Physical attention (Posture) Distraction
fee lingsV
ye contact (attention to other things,
concerns Response (verbalW
non-verbal) te lephones)
problems Keep ing out telephones, noise,
disturbances etc.
Accep tan ce Communication of feelings and Lack of response; Passive listening
(empathy) concerns fora long period
Paraphrasing fee lings
sharing own experience
II. X x Y l ra ti ` b
Exploring Mirroring or paraphrasing Criticising
Open questions Avoiding or hedging
Encouragement to explore
Identification of Questions to explore Suggestion ofa problem
problems possible problems
Encouragement to generate information
Identification ofa probable problem
Diagnosis Exp loratory questions Suggesting the cause
Generating several possible causes
III.c
dti
` bPl
a b bi
b e
Searching Questions on possible solutions Adv isi ng
Generating alternative solutions
Decision-making Questions on feasibility, Directing
priority, pros and cons
Discussion of one solution
Discussion of an action plan
Contingency plan
Supporting Identification ofneeded help Promise ofgeneral help
MonitoringContract on help
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Effective counselling requires active participation from thesubordinates, fair and objective evaluation of performance-relatedfactors by the superior with an intention to rectify mistakes andimprove subordinates performance and a proper organisationalclimate built around mutual trust and understanding.
Employee Counselling
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Helping
A helping relationship is one in which at least one of the parties hasthe intent of promoting the growth, development, maturity, improvedfunctioning, improved coping with the life of the other. Helping canbe reactive or proactive.
Helping relationship
Helper
ENI RO M E N T
Feedback
PSYCHOLO
GICAL
CLIMATE
O R G
O
A
N
SI
A
T
I
NA
L
Task
Receiver
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Helping behaviour, thus, depends on three essential things
The task
The helper
Communicate
Be positive
Give freedom
Show empathy
Accept the client's personality unconditionally The receiver
The helping climate
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Helping
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The rewards of effective helpingrelationship
In effective helping relationships, the recipient is able to:
explore new possibilities
visualise things about oneself that one was not aware of
able to unfreeze himself
face the realities of the situation confidently
get on well with colleagues, by having a better grip over events and situations
notice the consequences of ones actions
take a holistic view of people, events, situations, behaviours, andconsequences.
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Mentoring
Mentoring is the use of an experienced person to teach and trainsomeone with less knowledge in a given area. Technical,interpersonal and political skills can be conveyed in such arelationship from the older to the younger person.
Mentors ways of helping the protg Share knowledge and skills related to the job
Explain unwritten rules of conduct and behaviour of the organisation
Prevent the protege from doing wrong things and committing mistakes
Provide important insights into the corporate affairs Extend emotional support and guidance continuously so that the protege
can develop his skills and knowledge over a period of time and stand on hisown.
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Steps in Mentoring
Establishing trusting relationship between the mentor and theprotg
Modelling behavioural norms for the young persons
Listening to the job related problems of the protg
Helping the protg to find alternative ways to resolve theproblems
Responding to the emotional needs of the protg, without
making him dependent on the mentor Developing a long lasting relationship based on mutual trust and
understanding.
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Mentoring