ScopeIntroduction
What is Stress?
Point
Counterpoint
Fiji view
Summary7th April 2014 Seminar 7b: Work Stress 2
The Discussion…Should organisations be
responsible for relieving & reducing stress in the workplace?
Should they reduce stress?
Is it to the Organisations competitive advantage?
7th April 2014 Seminar 7b: Work Stress 4
StressAn unpleasant
psychological process that occurs in response to environmental pressures
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Possible sources of stressEnvironmental Factors
Economic uncertainties
Political uncertainties
Technological change
10th March 2014 Case Study 3b: Job Satisfaction 7
Possible sources of stress cont.Personal Factors
Family
Personal relationships
Marital difficulties
Break-up of a relationship
Troubles with children
Overextended financial resources
7th April 2014 Seminar 7b: Work Stress 8
Possible sources of stressOrganisational Factors
Task demands
relate to a person’s job.
Role demands
relate to pressures placed on a person as a function of the particular role he or she plays in the organization
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Consequences Of Stress
Symptoms
Physiological
Psychological
Behavioural
10th March 2014 Case Study 3b: Job Satisfaction 11
PointStress can be
relieved
Lower stress is good
It is organisationwho should do this
7th April 2014 Seminar 7b: Work Stress 13
Counter PointStress is part of
“the game”
Employees need to deal with it…
Higher performance needs some stress
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Stress in different professionsPublic Sector Private Sector
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Type of WorkAdministrative Hands-On Operations
Workload stress
Too much multitasking
Back-logs of work
Office politics
Physical labour
Physical teams
Heat/cold stress
Health & Safety
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Stress is PersonalManner of work
not pertinent
Physical or office, no different:Stress is Stress
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Do responsible managers relieve the stress on their employees?
20th February 2013 Case Study: Coral Reef Resort 20
Not about Eliminating but Managing All workplaces = some
form of stress
Impossible to remove all stress
“Managing Stress”
7th April 2014 Seminar 7b: Work Stress 21
Not ALL about Managers
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Everyone is responsible to MANAGE
Individuals
Groups & Teams
Organisations
Individual & Group LevelIndividuals need
to know their levels
Groups be aware of stress in others
Teams to support each other
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Organisational Level Improved employee
selection & job placement
Training
Increased employee involvement
Improved organisational communication
Well being Programmes
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References Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B.,
Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia “The Retention Bonus? Time,” S. Greenhouse, The New York
Times(January 8, 2011), pp. B1, B7 “The Yawning of a New Era,” M. V. Rafter, Workforce Management
(December 2010), pp. 3–4 “Deutsche Says It Does More with Less,” M. Turner, Financial News
(June 2, 2011), efinancialnews.com David J. Abramis (1994) Relationship Of Job Stressors To Job
Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558
Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652
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