Dynamics of Stress

Presentation by –

Group 5

A Model of Stress – What will be covered?

Too Much , Too Little Work Time

Stress • A dynamic condition in which an individual is confronted

with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.

Constraints

Forces that prevent individuals from doing what they desire.

Demands

The loss of something desired.

Stress • Challenge Stressor

Stressors associated with work load, pressure to complete tasks, and time urgency

• Hindrance Stressor Stressors that keep you from reaching your goals

Demands Responsibilities, pressures,

obligations, and even uncertainties that individuals

face in the workplace

Resources Things within an individual’s control that can be used to

resolve demands

Potential Sources of Stress

• Environmental Factors Economic uncertainties of the business cycle Political uncertainties of political systems Technological uncertainties of technical

innovations Terrorism in threats to physical safety and

security

Potential Sources of Stress

• Organizational Factors Task demands related to the job Role demands of functioning in an organization Interpersonal demands created by other employees Organizational structure (rules and regulations) Organizational leadership (managerial style) Organization’s life stage (growth, stability, or decline)

Potential Sources of Stress

• Individual Factors Family and personal relationships Economic problems from exceeding earning capacity Personality problems arising for basic disposition

Potential Sources of Stress

• Individual Differences Perceptual variations of how reality will affect the

individual’s future. Greater job experience moderates stress effects. Social support buffers job stress. Internal locus of control lowers perceived job stress. Strong feelings of self-efficacy reduce reactions to job

stress.

Some people thrive on stressful situations while

others are overwhelmed by them.

Why?

1. Perception

Perception is the process by which we select,

organize and interpret information inputs to create

a meaningful picture of the world.

It will moderate the relationship between potential

stress condition and an employees reaction to it.

Stress Potential does not lie in objective conditions.

It lies in an employee’s interpretation of those conditions

2. Job Expereince

Experience on job tends to be negatively

related to work stress due to two reasons:-

(a) Voluntary turnover is more probable among

people who experience more stress.

(b) People eventually develop coping

mechanisms to deal with stress.

3. Social Support

Social support is collegial relationships with co

workers or supervisors.

It acts as a palliative mitigating the negative

effects of even high strain jobs.

4. Personality

Personality is the particular combination of

emotional, attitudinal, and behavioral

response patterns of an individual.

The most widely studied personality trait in

stress is Type A personality, particularly

that aspect which manifests in itself anger

and hostility.

Physiological and Psychological Symptoms of Stress

Stress shows itself in a number of ways

High Blood

pressure

Anxiety Difficult decision

making

Appetite

Loss

Can be summed up in 3 general categories

Physiological Symptoms Psychological Symptoms Behavioral Symptoms

Physiological Symptoms of Stress

Most of the early concern with stress was directed at physiological symptoms

Research was led by specialist in health and medical sciences

These research led to conclusion that stress could cause

Abnormal Metabolism Increased Heart Beat Breathlessness

High Blood Pressure Headaches Heart Attacks

Physiological Symptoms of Stress

The link between stress and particular physiological symptom is not clear

Only a few consistent relationships have been found

Sheer complexity of symptoms and difficulty in measuring them objectively

Example

Stressful job demands are linked to susceptibility to upper respiratory

illness and poor immune system function

This is particular to person with low self - efficacy

Upper respiratory illness Poor Immune System

Psychological Symptoms of Stress

Stress can cause dissatisfaction

Job related stress can cause job dissatisfaction

Job Dissatisfaction

Simplest and Most Obvious

psychological effect

Tension Anxiety Boredom

Both Stress and Dissatisfaction are increased by jobs that make

Multiple and conflicting demands

Lack of clarity about duties, authorities and responsibilities

Less control over the pace of work

Low levels of variety,

Significance

Autonomy

Feedback etc

Behavioral Symptoms of Stress

Behavior related stress symptoms

Decreased Productivity Changed Eating Habits Increased Smoking

Rapid Speech Fidgeting Sleep Disorder

Inverted U Relationship between Stress and Job Performance

Intuitive model but not empirically supported

CONSEQUENCES OF STRESS ON THE

JOB

The consequences are very

severe

Individual level

Organisational level

Individual level

• Unwanted feeling and behaviour

• Physiological diseases

• Psychological diseases

Unwanted feeling and behaviour Screaming and shouting. Anger Isolation Poor eye contact Much of interpersonal conflict Increased tendency of suicide Increased smoking and consumption of alcohol Sleeping disorder Rapid speech and fidgeting

Physiological diseases

Head ache, dizziness, blurred vision Increased blood pressure Cardiovascular disease, increased heart and

breathing rate High blood sugar and cholesterol Aching neck and shoulders, increased muscle

pain

Psychological diseases

Depression and anxiousness

Short-temperament

Passiveness and aggressiveness

Lose of self confidence and self esteem

Inability to take sound decisions

A recent research shows

anywhere from 2/3rd of the

illness in humans is stress

related.

Organizational level • Job dissatisfaction • Lower productivity, decreased quality and

quantity of work • Less organizational commitment • Intention to leave the job, high labour turnover • Absenteeism • Performance and productivity losses/ low quality

of product and services • Increasing complaints from customers • Higher sick leave • Loss of valuable staff, permanent vacancies,

premature retirement.

World health organisation has labelled stress as worldwide epidemic. According to recent study, today workplace stress is estimated to cost companies more than $300 billion a year in poor performance, absenteeism and health cost.

Stress Management (??) •It is the amelioration of stress and especially chronic stress often for the purpose of improving everyday functioning.

•Stress produces numerous symptoms which vary according to persons, situations, and severity. These can include physical health decline as well as depression

Stress - Different Perspectives

• Organizations’ View -> Low to moderate stress increases employee performance

• High levels of stress or even sustained low levels over long periods can lead to adverse effects

• Individuals’ Standpoint -> Even low stress is perceived as undesirable excessive pressure

Stress management: Individual Approach

Time management techniques

Non competitive

physical exercise

Relaxation training

Expanding social

network

“Taking personal responsibility for own well being“

ABC

strategy:

Awareness

Balance

Control

Stress management: Organizational Approach

• Improved personnel selection & job placement

• Goal Setting

• Redesigning jobs

• Increasing Employee Involvement

• Organizational Communication

• Sabbaticals

• Wellness Programs

Thank You!