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Transcript of Chapter 29
JOB STRESS, COUNSELLING AND MENTORING
EXCEL BOOKS29-1
29
Chapter
ANNOTATED OUTLINE
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INTRODUCTION Stress 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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C onstructive stress D estructive stressHigh
Rustout BurnoutL o w
L o w Moderate High
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General Adaptation Syndrome
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Hans Selye called the three phases of the defence reaction that a person establishes when stressed as the general adaptation syndrome.
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 conflict
Intersender conflict
Interrole conflict
Person-role conflict
3. Role ambiguity
4. Role overload
5. 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 Scale Life event Scale valueDeath of spouse 100Divorce 73Marital separation 65Jail term 63Death of close family member 63Major personal injury or illness 53Marriage 50Fired from work 47Marital reconciliation 45Retirement 45
Sources of Stress
Cont…
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Major change in health of family member 44Pregnancy 40Sex difficulties 39Gain of a new family member 39Business readjustment 39Changes in financial state 38Death of a close friend 37Change to a different line of work 36Change in number of arguments with spouse 35Mortgage over $ 10,000 31Foreclosure of mortgage or loan 30Change in responsibilities at work 29Son or daughter leaving home 29Trouble with in-laws 29Outstanding personal achievement 28Wife begins or stops work 26Begin or end school 26Change in living conditions 25
Job Stress, Counselling And Mentoring
The Social Readjustment Rating Scale
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Revision of personal habits 24 Trouble with boss 23Change in work hours or conditions 20Change in residence 20Change in schools 20Change in recreation 19Change in church activities 19Change in social activities 18Mortgage or loan less than $ 10,000 17Change in sleeping habits 16Change in number of family get-togethers 15Change in eating habits 15Vacation 13Christmas 12Major violations of the law 11
Source: Rahe. L.O. & Holmes. T.H. Scaling of Life Change: Comparison of direct and indirect methods, Journal of Psychosomanic Research, 1971.
The Social Readjustment Rating Scale
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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
Job Stress, Counselling And Mentoring
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 and trembling.
Cognitive effects: Inability to make decisions and concentrate, frequent forgetfulness, hypersensitivity to criticism and mental blocks
Physiological effects: Increased blood and urine catecholamines and corticosteroids, increased blood glucose levels, increased heart rate and blood pressure, dryness of the mouth, sweating, dilation of the pupils, difficulty in breathing, hot and cold spells, lump in the throat, numbness and tingling in parts of the limbs.
Organisational effects: Absenteeism, poor industrial relations and poor productivity, high accident and labour turnover rates, poor organisational climate, antagonism at work and job dissatisfaction.
(Source: T.Cox, Stress, Baltimore, University Park Press, 1978)
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 with stress at work. Broadly speaking, these could be classified into two categories:
Individual coping strategies
Time management
This would require identification of factors that cause wastage of time and finding appropriate solutions to each one of the identified time wasters.
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Time wasters: causes and solutions
T im e w a s te rs C a u s e s S olu tion s
1. Can’t say no Wants to be a nice guy all the time You can’t please everyone all the time. Better toassert you rself
Don’t know how to say no W h en s a y ing ‘no ’ , g iv e re a s o ns , s ug g e s talternatives and solutions. Assert yourself
Fear of saying ‘no’ to the boss Say ‘no’ and explain priorities and agreed actions;if pushed, adapt but explain what you feel will notget done
2. Attempting too Having capabilities which are in Overcome personal insecurities,much demand share your knowledge and skills w ith colleagues
An excessive desire to appear over Control yourself; if others can handle the situationcooperative do not entangle yourselfOver corresponding Do not keep saying yes because of your ‘nice guy’
hang-up.Excessive ambition and need to Stop killing yourself, keep perspective.ach ieve
3. Poor commu- Insufficient feedback Gather and analyse on feedback;Nication have meetings to get feedback from others
Disorganised use of method Don’t be defensive to constructive criticism Don’t just use a method; think which method (letter,phone, conference, etc.) would be the bestAdapt your communication to the needs of others.
Telephone Not able to term inate Define pre-set time limits (I can talkinterruptions conversations for a couple of m inutes.) Pre-handle (before w e
hang up). Be frank and assert that you would liketo end now.
Lack of delegation S e t t im e fo r ta k in g c a l ls . H av e a sc re e n in gmethodology.
No organisation or plan for handling
Unplanned Unclear purpose Set objectives, evaluate alternativestravel Like phone call, letter or conference call.
Poor use of travelling time Take early flights to, late flights out. ’Keep referencediary/folder in hand-baggage, keep it on the top.
Cont…
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Not delegating while you are Define what can be done by othersa w a y. while you are out
Meetings Lack of objectives Don’t meet without a purpose or agendaToo many/too few Only involve those who are needed. Failure to summarise or follow up Identify which areas need meeting and which don’t.
Set time lim its.Always summarise conclusions and takecommitments.
V isitors Expecting subordinates to check Implement ‘quiet hour ’, ‘no meeting hour ’ etc.,unannounced w ith you excessively
Wanting to be informed on every- Be available but on a need assist basis. Stand upthing. when people come in, keep standing.No prioritising or planning of yourown non-availability
Lack of self Lack of standards Set personal standards for all your key areasdiscipline (conditions which will exist when the job is
well done).Lack of setting deadlines. Set deadlines for yourself and for others.Leaving tasks unfinished. Remember people focus on what you inspect,
not expect, including you.Complete tasks once started.
Socialising Desire for change in environment Take breaks where no one is workingThinking it is important for your Control yourselfbusiness .
D is tingu ish be tw een necessary socia lising andneedless socialising
Procrasti- Doing the easy things first and Attack the difficult first, the easy isNation leaving the difficult for later easy. Recognise this as ‘rationalisation’.
“I will work under pressure,” “Just do it”.syndrome.
Personal Fear of forgetting Use a planner. Follow a ‘to do ‘ list.d isorgani- Excessive use of paperwork Don’t try to remember what can bezation Fear of loss of control retrieved.
“I’ syndrome Have systems to provide need based information,do not clutter yourself with all the information andfile.R ecognise that excessive pow er also indicatesindecision, 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
Management of Stress
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Organisational coping strategies
Role clarity
Supportive climate
Clearer career paths
Company-wide programmes
Management of Stress
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Company wide programmes to manage 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, long service bonus (NIIT for example, offers this to those employees who stay with the company for more than 5 years. Infosys Technologies offers the stock option plan 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 resources caused by excessive striving to reach an unrealistic work-related goal. The following self-test clearly reflects what executive burnout is
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 the
night? 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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Job Stress, Counselling And Mentoring
Employee Counselling
Counselling is a dyadic relationship between a manager who is offering help and an employee to whom such help is given. Counselling helps a person overcome emotional problems and weaknesses related to performance.
Features of Counselling The focus is on developmental, educational, preventive concerns
Processes such as guidance, classification, suggestion etc., are commonly employed
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, mental blocks and improve personal effectiveness.Source: N.K Singh, HRM, Excel Books, New Delhi 1999.
The process of counselling
Rapport building
Exploration
Action planning
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Employee Counselling
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Job Stress, Counselling And Mentoring
The process of performance counselling
P h as e H elpful Behaviou r H indering B ehaviour
I. R apport BuildingAttending Rituals
Conversation on personal matters Discussion of behaviour from the beginning
Smile
Listening (to) Physical attention (Posture) Distractionfeelings Eye contact (attention to other things,conce rns Response (verbal & non-verbal) te lephones)problems Keeping out telephones, noise,
disturbances etc.
Acceptance Communication of feelings and Lack of response; Passive listening(em pathy) conce rns for a long period
Paraphrasing feelingssharing own experience
II. ExplorationExploring Mirroring or paraphrasing Criticising
Open questions Avoiding or hedgingEncouragement to explore
Identification of Questions to explore Suggestion of a problemproblems possible problems
Encouragement to generate informationIdentification of a probable problem
Diagnosis Exploratory questions Suggesting the causeGenerating several possible causes
III. A ction PlanningSearching Questions on possible solutions Adv ising
Generating alternative solutionsDecision-making Questions on feasibility, Directing
priority, pros and consDiscussion of one solutionDiscussion of an action planContingency plan
Supporting Identification of needed help Promise of general helpMonitoringContract on help
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Effective counselling requires active participation from the subordinates, fair and objective evaluation of performance-related factors by the superior with an intention to rectify mistakes and improve subordinates’ performance and a proper organisational climate 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 has the intent of promoting the growth, development, maturity, improved functioning, improved coping with the life of the other. Helping can be reactive or proactive.
Helping relationship
Helper
E N I R O M E N T
Feedback
P S Y C H O L O G I C A L C L I M A T E
O R
G
O
AN
SI
AT
I
N AL
Task
Receiver
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 helping relationship
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 one’s actions
take a holistic view of people, events, situations, behaviours, and consequences.
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Mentoring
Mentoring is the use of an experienced person to teach and train someone with less knowledge in a given area. Technical, interpersonal and political skills can be conveyed in such a relationship from the older to the younger person.
Mentor’s ways of helping the protégé 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 his own.
Steps in Mentoring
Establishing trusting relationship between the mentor and the protégé
Modelling behavioural norms for the young persons
Listening to the job related problems of the protégé
Helping the protégé to find alternative ways to resolve the problems
Responding to the emotional needs of the protégé, without making him dependent on the mentor
Developing a long lasting relationship based on mutual trust and understanding.
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Mentoring