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Managing Stress AndThe Work-Life Balance

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Learning Objectives

Discuss the meaning and nature of work stress.Describe how basic individual differences affect stress.Identify and discuss several common causes of stress.Identify and discuss several commonconsequences of stress.

Explain ways that individuals and organizationscan better manage stress.Describe work-life linkages and how they relateto stress.

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The Nature of Stress

Stress Defined Stress is a person s adaptive response to a

stimulus that places excessive psychological orphysical demands on that person.

The Stress Process The General Adaptation Syndrome (GAS)

describes three stages of the stress process:

Stage 1: AlarmStage 2 : ResistanceStage 3 : Exhaustion

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The General Adaptation SyndromeStage 1: Alarm Alarm occurs when a person first encounters a

stressor. The person feels panic and wondershow to cope. The individual gathers strengthand begins to resist the negative effects of the

stressor.Stage 2 : Resistance Often, the resistance phase ends the GAS.

Prolonged exposure to a stressor without resolution may bring on Stage 3 of the GAS.

Stage 3 : Exhaustion At this stage, the person literally gives up and

can no longer fight the stressor.

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Figure 9.1 The General Adaptation System

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Eustress and Distress

Eustress The pleasurable stress that accompanies

positive events. For example, a person mayreceive a $10,000 bonus and experiencestress in deciding how to spend the money.

Distress

The unpleasant stress that accompaniesnegative events.

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Individual Differences and Stress

Hardiness Is a person s ability to cope with stress. People with hardy personalities have an internal locus

of control, are strongly committed to the activities intheir lives, and view change as an opportunity foradvancement and growth.

Optimism Is the extent to which a person sees life in relatively

positive terms. Is the glass half empty or half full? In general, optimistic people tend to handle stress

better than pessimistic people.

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Figure 9. 2 Causes andConsequences of Stress

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Common Causes of Stress:Organizational Stressors

Task Demands Stressors associated with the specific job a

person performs. Some occupations are bynature more stressful than others.

Physical Demands

Stressors associated with the job s physicalsetting, such as the adequacy of temperatureand lighting.

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Figure 9.3 Workload, Stress, and Performance

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Common Causes of Stress: Life Stressors

Life Change Any meaningful change in a person s personal

or work situation.

Too many life changes can lead to healthproblems.

Life Trauma Any upheaval in an individual s life that alters

his or her attitudes, emotions, or behaviors.

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Consequences of Stress:Individual Consequences

Behavioral Consequences The behavioral consequences of stress, such as

alcohol abuse, may harm the person under stress orothers.

Psychological Consequences Psychological consequences relate to a person s

mental health and well-being.

Medical Consequences Medical consequences affect a person s physical well-

being. Heart disease and stroke, among other illnesses, have

been linked to stress.

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Consequences of Stress:Organizational Consequences

Performance One clear organizational consequence of too

much stress is a decline in performance.

Withdrawal The most significant forms of withdrawal

behavior are absenteeism and quitting.

Attitudes Stress can have a negative effect on job

satisfaction, morale, organizationalcommitment, and motivation to perform at

high levels.

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Consequences of Stress: Burnout

Burnout Is the general feeling of exhaustion that

develops when an individual

simultaneously experiences too muchpressure and has too few sources of satisfaction.

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Managing Stress in the Workplace

Given that stress is widespread and sopotentially disruptive in organizations, it follows that people and organizations

should be concerned about how to manageit more effectively.

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Managing Stress in the Workplace [continued]

Individual coping strategies includeexercise, relaxation, time management,role management, and supportive groups.

Organizational coping strategies includeinstitutional programs and collateralprograms.

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Figure 9.4 Individual and Organizational Coping Strategies

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Work-Life Linkages

Fundamental Work-Life Relationships Include relationships between dimensions of the

person s work life and the person s personal life.

Balancing Work-Life Linkages Is difficult due to the dual demands of work and life. Important to recognize potential trade-offs in

advance. Important to maintain a long-term perspective. Important to decide what to value and what trade-offs

will cost.

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Thank youThank youThank you