Group 5 Proudly Presents

Objectives:

TO UNDERSTAND

The role of stress in Employee Health Extreme Forms of Stress Reactions Causes and Symptoms of Stress Organizational Effects of Stress Actions that may prevent or reduce Stress Different Counseling Functions Three Types of Counseling and their usefulness

What Stress Is?? Stress is the general term

applied to the pressures people feel in life. The presence of strees at work is almost inevitable in many jobs. However, individual differences account for a wide range of reaction to stress;

Typical Negative Symptoms of Stress

Physiological: Ulcers, Digestive problems, Headaches, High blood pressure, Sleep

disruption.

Psychological: Emotional instability, Moodiness, Nervousness and tension,

Chronic worry, Depression, Burnout.

Behavioral: Excessive smoking,Abuse of alchol or drugs, Absenteeism, Aggression,

Safety problems, Performans problems.

Extreme Products of Stress

Burnout: a situation in which employees are emotionally exhausted, become detached from their clients and their work and feel unable to accomplish their goals.

Extreme Products of Stress

Trauma: Another severe product of stress is trauma, occurs following a major threat to one’s security. The event could be a natural disaster, an organizational crisis, dramatic employee abuse by the employer, or personal job loss.

3 types of Trauma

Workplace Trauma – it can arise from harassment at work, wrongful termination, discrimination or an employees perceived incapacity to meet evolving performance expectation.

Lay off survivor Sickness – feelings of uncertainty, anger, guilt and distrust.

Workplace Violence – harmful physical action against co-workers, managers or company’s property include unprovoked fights, destruction of property or use of weapons to harm others.

Causes of Stress

Stressors. Conditions that tend to cause stress, combine to pressure an employee in a variety of ways until stress develops.

Two Types of Stressors

Organizational Stressors - related on the job

Non-work Stressors – not related on the job

Work overloadTime pressuresPoor quality of supervisionInsecure job climateLack of personal controlRole conflict and ambiguityDifferences between company and employee valuesTecnology with training or support

Job-RelatedCauses of Stress cont. ..

Typical causes of stress on the job

Causes Types

Consequences

Organizational

Stressors

Nonwork Stressors

Employees

Individual differences Positive

stress

Negative stress

Constructive organizational and personal consequences • Short term• Long term

Destructive organizational and personal consequences• Short term• Long term

Job-RelatedCauses of Stress cont. ..

Frustration It is a result of a motivation (drive) being blocked

to prevent one from reaching a desired goal.

Types of reaction Aggression Apathy Withdrawal Physical disorder Substitute goals

Source of Frustration

ManagementWork itselfenvironment

Frustration and Management Practice

Supportive Managerial Role where management attempts to

motivate employees strongly, it also should be prepared to remove barriers and help prepare the way for employees to reach their goal.

Stress and Job PerformanceStress can be either helpful or harmful to job performance, depending on its level.

Constructive Stress – is a healthy stimulus that encourages employees to respond to challenges.

Destructive Stress – performance begins to decline at some point because excess stress interfere with performance

Stress and Job Performance cont, ..

Stress Performance Model

StressLow High

Job Performance

Low

High

Stress Vulnerability

Two Major Factors

Stress Threshold Perceived Control

Worker vulnerability to stress is a function of both internal (organizational) and external (non work) stressors.

The second internal factor affecting employee stress is the amount of perceived control they have over their work and working conditions

Type A and Type B PeopleType A People Type B People

aggresive and competitive

set high standarts impatient with

themselves and others thrive under constant

time pressures

More relaxed and easygoing

can easily accept situations rather than fight them competitively.

Highly productive workers

Approaches to Stress Management Three approaches: prevent, escape, cope

To eliminate or reduce stressors for employeesmanagement should seek to

Empower employees through participation Redesign jobs to be more fulfilling Implement organization development programs Improve managerial communication skills

Common Personal Strategies for Managing Stress

Resist working long hours or accepting overtime

Volunteer for flextime or other alternative work schedules

Maintain a healthy diet and eat regularly Avoid procrastination Set reasonable goals for yourself Develop a simple method of organizing

things and adhere to it

Approaches to Stress Management cont. ..

Approaches to Stress Management cont. ..

Social support : is the network of helpful activities, interactions and relationships that provides an employee with the satisfaction of important needs.

Relaxation : Some employees have turned to various means of mental relaxation to adjust to the stresses in their lives.

Personal Wellness : encourage changes in lifestyle, such as breathing regulation, muscle relaxation, positive imagery, nutrition management and exercise, enabling employees to use more of their full potential

Types of support

Employee Counseling

Employee Counseling

is the discussion with an employee of a problem that usually has emotional content in order to help the employee cope with it better seeks to improve employee mental health and well-being.

An exchange of ideas and feelings between two people, nominally a counselor and a counselee. So it is an act of communication.

What Counseling is?

Counseling may be performed by both professionals and nonprofessionals.Counseling usually is confidential so that employees will feel free to talk openly about their problems. It also involves both job and personal problems, since both types of problems may affect an employee’s performance on the job.

Employee Counseling

What counseling can do ?

The general objectives of counseling are :

To help employees grow in self confidence

Understanding self control

Ability to work effectively

Encourage employee growth and self direction

Need for CounselingMost problems that require

counseling have some emotional content. Emotions are a normal part of life. Nature gave people their emotions and these feeling make people human. On the other hand, emotions can get out of control and cause workers to do things that are harmful to their own best interests and those of the firm..

The managers counseling role

Counseling functions usually can be performed successfully by skilled managers

Managers are important counselors because they are the ones in day to day interaction with employees

Performing all six counseling functions Managers should not close their eyes to

the emotional problems of employees and refuse to discuss them

Functions of Counseling

1. Advise : Telling a person what you think should be done; coaching

2. Reassurance : Giving people courage and confidence that they are capable of facing problems

3. Communication : Providing information and understanding

4. Release of Emotional Tension : Helping a person feel more free of frustrations and stress

5. Clarified thinking : Encouraging more coherent, rational and mature thought

6. Reorientation : Encouraging an internal change in goals, values and mental models

Types of CounselingDirective Counseling Nondirective Counseling

is the process of listening to an employee’s problem, deciding with the employee what should be done and then telling and motivating the employee to do it.

It is the process of skillfully encouraging a counselee to explain troublesome problems, understand them and determine appropriate solutions. It focuses on the counselee rather than on the counselor as judge and adviser; thus it is client-centered.

Participative Counseling A Contingency View

Participative counseling (also called cooperative counseling) is a mutual counselor-counselee relationship that establishes a cooperative exchange of ideas to help solve a counselee’s problems.

A manager’s decision to use either directive, participative or nondirective counseling with an employee should be based on an analysis of several contingency factors. It should not be made solely on the manager’s personal preference or past experience..

Presented by :

Cañete, Rodrigo Jr. LoynayCastro, Ciela Santos

Corpuz, Shiela Marie M.Cuevas, Kriszandra Mylen Santos

Dacayo, Mary Grace MasiDalimit Jr., Juliano Santillan

De Veyra, Jan Edward Beljot

THE ENDTHANK YOU FOR LISTENING!