ORGS2100 Chapter 6 - Stress PDF

Chapter 6 - Stress 6.1 What is Stress, and How is it Different from Stressors and Strains? Stress is defined as a psychological response to demands that possess certain stakes for the person and that tax or exceed the person's capacity or resources. These demands are known as stressors, and the nega...

Chapter 6 - Stress 6.1 What is Stress, and How is it Different from Stressors and Strains? Stress is defined as a psychological response to demands that possess certain stakes for the person and that tax or exceed the person's capacity or resources. These demands are known as stressors, and the negative consequences that arise when demands tax or exceed one's capacity are called strains. Stress is subjective and varies based on individual perceptions and coping mechanisms. Key Points: Stress: A psychological response to demands. Stressors: Demands causing stress. Strains: Negative outcomes from stress. Example: A student feeling overwhelmed by exams and projects may experience stress, leading to physical symptoms like headaches or sleep issues. Statistics: A third of Canadian workers feel their jobs are "quite" or "extremely" stressful. Younger workers (18-34 years old) are particularly at risk for workplace stress. Transactional Theory of Stress: Explains how stressors are perceived and appraised, and how people respond to those perceptions and appraisals. It involves: Primary Appraisal: Evaluating the significance and meaning of the stressor. Secondary Appraisal: Determining how to cope with the stressor. 6.2 What are the Four Main Types of Stressors? Stressors can be categorized into four main types: 1. Hindrance Stressors: Stressful demands perceived as hindering progress toward personal goals. Examples: Role conflict, role ambiguity, role overload, daily hassles. Effects: Trigger negative emotions such as anxiety and anger. 2. Challenge Stressors: Stressful demands perceived as opportunities for learning, growth, and achievement. Examples: Time pressure, work complexity, work responsibility. Effects: Trigger positive emotions such as pride and enthusiasm. 3. Nonwork Hindrance Stressors: Stressors outside of work that affect work performance. Examples: Work-family conflict, negative life events, financial uncertainty. 4. Nonwork Challenge Stressors: Stressors outside of work that provide opportunities for growth. Examples: Family time demands. Table: Types of Stressors Type Examples Effects Hindrance Stressors Role conflict, role ambiguity, role overload Negative emotions (anxiety, anger) Challenge Stressors Time pressure, work complexity, Positive emotions (pride, responsibility enthusiasm) Nonwork Hindrance Work-family conflict, negative life events, Negative impact on job Stressors financial uncertainty performance Nonwork Challenge Family time demands Opportunities for growth Stressors How Do People Cope with Stressors? Coping involves behaviors and thoughts used to manage stressful demands and associated emotions. Coping strategies can be categorized based on method (behavioral vs. cognitive) and focus (problem-solving vs. emotion regulation). Coping Methods: Behavioral Coping: Physical activities to manage stress (e.g., working faster, avoiding work).  Cognitive Coping: Thoughts to manage stress (e.g., strategizing, reappraising hassles). Coping Focus: Problem-Focused Coping: Managing the stressful situation itself (e.g., working harder, strategizing). Emotion-Focused Coping: Managing emotional reactions to stress (e.g., avoidance, reappraisal). Choosing Coping Strategies: Influenced by beliefs about effectiveness and control over the stressor. Problem-focused strategies are used when there is a sense of control, while emotion-focused strategies are used when control is perceived as low. Table: Coping Strategies Coping Method Description Examples Behavioral Coping Physical activities to manage stress Working faster, avoiding work Cognitive Coping Thoughts to manage stress Strategizing, reappraising hassles Problem-Focused Managing the stressful situation Working harder, strategizing Coping itself Emotion-Focused Managing emotional reactions to Avoidance, reappraisal Coping stress 6.4 How Does the Type A Behaviour Pattern Influence the Stress Process? Type A Behaviour Pattern is characterized by time urgency, impatience, competitiveness, aggression, and hostility. This pattern influences stressors, stress, and strains in several ways: 1. Influence on Stressors: Type A individuals may face more stressors due to their hard-driving nature and tendency to encounter interpersonal conflict. 2. Influence on Stress: More likely to appraise demands as stressful. 3. Influence on Strains: Linked to higher risks of coronary heart disease and other strains. Recovery: Importance of rest and leisure activities for replenishing energy and reducing stress. Social Support: Instrumental and emotional support can buffer the relationship between stressors and strains, reducing their harmful effects. Table: Influence of Type A Behaviour Pattern Influence on Description Stressors More stressors due to competitiveness and conflict Stress Higher likelihood of appraising demands as stressful Strains Increased risk of coronary heart disease and other strains 6.5 How Does Stress Affect Job Performance and Organizational Commitment? Hindrance Stressors: Job Performance: Weak negative relationship. Organizational Commitment: Strong negative relationship. Reason: Hindrance stressors evoke strains and negative emotions, reducing energy and satisfaction. Challenge Stressors: Job Performance: Weak positive relationship. Organizational Commitment: Moderate positive relationship. Reason: Challenge stressors trigger positive emotions and problem-focused coping, outweighing the costs of added strain. Presenteeism: High levels of challenge stressors can lead to presenteeism, resulting in prolonged illness and impaired performance. Table: Effects of Stressors on Performance and Commitment Stressor Type Job Performance Organizational Commitment Relationship Relationship Hindrance Weak negative Strong negative Stressors Challenge Weak positive Moderate positive Stressors 6.6 What Steps Can Organizations Take to Manage Employee Stress? Assessment: Conduct stress audits to identify stress levels and sources. Reducing Stressors: Job Sharing: Reduces role overload and fosters work-life balance. Sabbaticals: Provides breaks from stress. Providing Resources: Training: Increases competencies and promotes problem-focused coping. Supportive Practices: Flextime, telecommuting, and accommodations for returning employees. Supportive Practices: Flextime: Allows flexibility in work hours. Telecommuting: Enables working from home. Accommodations: Supports employees returning from leave. Reducing Strains: Relaxation Techniques: Activities like progressive muscle relaxation, meditation, and deep breathing.  Cognitive-Behavioural Techniques: Methods like self-talk and prioritizing demands. Health and Wellness Programs: Initiatives such as smoking cessation, stress management, weight control, and physical fitness. Table: Stress Management Practices Practice Type Examples Reducing Job sharing, sabbaticals Stressors Providing Training, supportive practices Resources Reducing Strains Relaxation techniques, cognitive-behavioural techniques, health and wellness programs Reducing Strains As an alternative to managing stressors, many organizations use practices that reduce strains. These practices include: 1. Relaxation Techniques: Activities such as progressive muscle relaxation, meditation, and calming activities like taking walks, writing in a journal, and deep breathing. These techniques help counteract the effects of stressors by slowing the heart rate, breathing rate, and blood pressure. Example: Herbert Benson's recommendation to repeat a word, sound, prayer, phrase, or motion for 10 to 20 minutes once or twice a day while ignoring other thoughts. 2. Cognitive-Behavioural Techniques: These techniques help people appraise and cope with stressors in a rational manner. They include "self-talk," where individuals learn to say rational and optimistic things about stressful demands, and tools for effective coping such as prioritizing demands, managing time, communicating needs, and seeking support. Example: Training individuals to say, "This demand isn’t so tough; if I work hard, I can accomplish it." 3. Health and Wellness Programs: Initiatives aimed at improving employee health and fostering a sense of well-being. These programs include smoking cessation, stress management, weight control, physical fitness, nutrition awareness, cardiovascular health, hypertension, diabetes awareness, and back care. Example: CGI's workplace wellness programs that promote employee health and well-being. Table: Strain-Reducing Practices Practice Type Examples Relaxation Techniques Progressive muscle relaxation, meditation, deep breathing Cognitive-Behavioural Self-talk, prioritizing demands, managing time, seeking support Techniques Health and Wellness Smoking cessation, stress management, weight control, Programs physical fitness