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Transcript of Stress
4e
Nelson/Quick
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 7Stress and
Well-Being at Work
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
What Is Stress?
Unconscious preparation to fight or flee that a person experiences when faced with any demand
Stressor: Person or event that triggers the stress response
Distress or strain: Adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4 Approaches to Stress
Homeostatic/medical approach
Stress occurs when an external, environmental demand upsets an individual’s natural steady-state balance
Homeostasis: Steady state of bodily functioning and equilibrium
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Appraisal
Individuals differ in their appraisal of events and people
Perception and cognitive appraisal determines what is stressful
Culture affects the perception of stress
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Appraisal
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Problem-focused coping emphasizes managing the stressor
Emotion-focused coping emphasizes managing your response
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Person-Environment Fit
Confusing and conflicting expectations of a person in a social role create stress
Person-environment fit occurs when one’s skills and abilities match a clearly defined set of role expectations
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Psychoanalytic
Stress results from the discrepancy between the idealized self (ego-ideal) and the real self-image
Ego-ideal: Embodiment of a person’s perfect self
Self-image: How a person sees himself or herself, both positively and negatively
Discrepancy between the two elements of personality is directly proportional to the amount of stress experienced
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Stress Response
Release of chemical messengers
Activation of sympathetic nervous and endocrine system
Triggering of mind-body changes that prepare the person for fight or flight
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Beyond the Book:Stress Check
How often do the following happen to you? Always (3), often (2), sometimes (1), or never (0)? Rate each statement on a scale from 0 to 3, as honestly as you can and without spending too much time on any one statement.
Am I Overstressed?
1. I have to make important snap judgments and decisions.
2. I am not consulted about what happens on my job or in my classes.
3. I feel I am underpaid.
4. I feel that no matter how hard I work, the system will mess it up.
5. I do not get along with some of my coworkers or fellow students.
6. I do not trust my superiors at work or my professors at school.
7. The paperwork burden on my job or at school is getting to me.
8. I feel people outside the job or the university do not respect what I do.
Record your score as the sum of your responses.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Beyond the Book:Stress Check
How often do the following happen to you? Always (3), often (2), sometimes (1), or never (0)? Rate each statement on a scale from 0 to 3, as honestly as you can and without spending too much time on any one statement.
Am I Angry?
1. I feel that people around me make too many irritating mistakes.
2. I feel annoyed because I do good work or perform well in school, but no one appreciates it.
3. When people make me angry, I tell them off.
4. When I am angry, I say things I know will hurt people.
5. I lose my temper easily.
6. I feel like striking out at someone who angers me.
7. When a coworker or fellow student makes a mistake, I tell him or her about it.
8. I cannot stand being criticized in public.
Record your score as the sum of your responses, and add it to your score from the previous section.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Beyond the Book:Stress Check
To find your level of anger and potential for aggressive behavior, add your scores from both quiz parts.
40–48: The red flag is waving, and you had better pay attention. You are in the danger zone. You need guidance from a counselor or mental health professional, and you should be getting it now.
30–39: The yellow flag is up. Your stress and anger levels are too high, and you are feeling increasingly hostile. You are still in control, but it would not take much to trigger a violent flare of temper.
10–29: Relax, you are in the broad normal range. Like most people, you get angry occasionally, but usually with some justification. Sometimes you
take overt action, but you are not likely to be unreasonably or excessively aggressive.
0–9: Congratulations! You are in great shape. Your stress and anger are well under control, giving you a laid-back personality not prone to violence.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 7.1 - Work and Nonwork Demands
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Table 7.1 - Work and Nonwork Demands
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Positive Stress
Some stressful activities enhance a person’s ability to manage stressful situations
Stress can provide a needed energy boost
Yerkes-Dodson law - Indicates that stress leads to improved performance up to an optimum point
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 7.1 - Yerkes-Dodson Law
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual Distress
• Heart disease, strokes, peptic ulcers, headaches, and backaches
Medical illness
• Substance abuse, violence, accidents
Behavioral problems
• Depression, burnout, psychosomatic disorders
Work-related psychological disorders
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Distress
Participation problem: Cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover
Performance decrement: Cost resulting from poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair
Compensation award: Organizational cost resulting from court awards for job distress
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Type A Behavior Patterns
Complex of personality and behavioral characteristics
Competitiveness
Time urgency
Social status insecurity
Aggression
Hostility
Quest for achievements
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Personality Hardiness
Personality characterized by challenge, commitment, and control
Is resistant to distress
Coping strategies
Transformational coping: Way of managing stressful events by changing them into less subjectively stressful events
Regressive coping - Passive avoidance of events and decreased interaction with the environment
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Reliance
Healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others
Counterdependence: Unhealthy, insecure pattern of behavior that leads to separation in relationships with other people
Overdependence: Unhealthy, insecure pattern of behavior that leads to preoccupied attempts to achieve security through relationships
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 7.2 - Framework for Preventative Stress Maintenance
SOURCE: J. D. Quick, R. S. Horn, and J. C. Quick, “Health Consequences of Stress,” Journal of Organizational Behavior Management 8, No. 2 (Fall
1986): 21. Reprinted by permission of (Taylor & Francis Ltd, http://www.tandf.co.uk/journals).
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organizational Stress Prevention
Job redesign - Increased worker control reduces distress and strain without reducing productivity
Goal setting - Increases task motivation while reducing role conflict and ambiguity
Role negotiation - Allows individuals to modify their work roles
Social support systems - Team building provides social support
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 7.3 - Job Strain Model
SOURCE: Republished with permission of ABC-CLIO Inc., from Work Stress: Health Care Systems in the Workplace, J. C. Quick, R. S. Bhagat, J. E.
Dalton, and J. D. Quick. © 1987; permission conveyed through Copyright Clearance Center, Inc.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 7.4 - Social Support at Work and Home
SOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, and J. J. Hurrell, Jr., Preventive Stress Management in Organizations (Washington, D.C.:
American Psychological Association, 1997), 198. Reprinted with permission.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual Preventive Stress Management
Primary prevention
Positive thinking
Time management
Leisure time activities
Secondary prevention
Physical exercise
Relaxation
Diet
Tertiary prevention
Opening up
Professional help
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