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TRANSCRIPT
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Chapter 9
Managing Stress AndThe Work-Life Balance
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Learning Objectives
Discuss the meaning and nature of work stress.
Describe how basic individual differences affectstress.
Identify and discuss several common causes of
stress.Identify and discuss several commonconsequences of stress.
Explain ways that individuals and organizations
can better manage stress.Describe work-life linkages and how they relateto stress.
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The Nature of Stress
Stress Defined Stress is a persons adaptive response to a
stimulus that places excessive psychological orphysical demands on that person.
The Stress Process
The General Adaptation Syndrome (GAS)describes three stages of the stress process:
Stage 1: Alarm Stage 2: Resistance
Stage 3: Exhaustion
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The General Adaptation SyndromeStage 1: Alarm
Alarm occurs when a person first encounters astressor. The person feels panic and wondershow to cope. The individual gathers strengthand begins to resist the negative effects of the
stressor.Stage 2: Resistance Often, the resistance phase ends the GAS.
Prolonged exposure to a stressor without
resolution may bring on Stage 3 of the GAS.Stage 3: Exhaustion At this stage, the person literally gives up and
can no longer fight the stressor.
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Figure 9.1 The General Adaptation System
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Eustress and Distress
Eustress The pleasurable stress that accompanies
positive events. For example, a person mayreceive a $10,000 bonus and experience
stress in deciding how to spend the money.
Distress
The unpleasant stress that accompanies
negative events.
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Individual Differences and Stress
Hardiness Is a persons ability to cope with stress.
People with hardy personalities have an internal locusof control, are strongly committed to the activities intheir lives, and view change as an opportunity for
advancement and growth.Optimism Is the extent to which a person sees life in relatively
positive terms.
Is the glass half empty or half full? In general, optimistic people tend to handle stress
better than pessimistic people.
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Figure 9.2Causes and
Consequences of Stress
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Common Causes of Stress:Organizational Stressors
Task Demands
Stressors associated with the specific job aperson performs. Some occupations are by
nature more stressful than others.
Physical Demands
Stressors associated with the jobs physical
setting, such as the adequacy of temperatureand lighting.
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Figure 9.3 Workload, Stress, and Performance
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Common Causes of Stress:Organizational Stressors
Role Demands Stressors associated with the role a person is
expected to play. Role ambiguity arises when a role is unclear.
Role conflict occurs when the messages and cuesconstituting a role are clear but contradictory ormutually exclusive.
Role overload occurs when expectations for the
role exceed the individuals capacity.Interpersonal Demands Stressors associated with group pressures,
leadership, and personality conflicts.
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Common Causes of Stress: LifeStressors
Life Change
Any meaningful change in a persons personalor work situation.
Too many life changes can lead to healthproblems.
Life Trauma
Any upheaval in an individuals life that altershis or her attitudes, emotions, or behaviors.
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Consequences of Stress: IndividualConsequences
Behavioral Consequences The behavioral consequences of stress, such as
alcohol abuse, may harm the person under stress orothers.
Psychological Consequences Psychological consequences relate to a persons
mental health and well-being.
Medical Consequences
Medical consequences affect a persons physical well-being.
Heart disease and stroke, among other illnesses, havebeen linked to stress.
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Consequences of Stress:Organizational Consequences
Performance One clear organizational consequence of too
much stress is a decline in performance.
Withdrawal The most significant forms of withdrawal
behavior are absenteeism and quitting.
Attitudes Stress can have a negative effect on job
satisfaction, morale, organizationalcommitment, and motivation to perform athigh levels.
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Consequences of Stress: Burnout
Burnout Is the general feeling of exhaustion that
develops when an individual
simultaneously experiences too muchpressure and has too few sources ofsatisfaction.
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Managing Stress in the Workplace
Given that stress is widespread and sopotentially disruptive in organizations,it follows that people and
organizations should be concernedabout how to manage it moreeffectively.
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Managing Stress in the Workplace[continued]
Individual coping strategies includeexercise, relaxation, time
management, role management, andsupportive groups.
Organizational coping strategies
include institutional programs andcollateral programs.
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Figure 9.4 Individual and Organizational Coping Strategies
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Work-Life Linkages
Fundamental Work-Life Relationships
Include relationships between dimensions of thepersons work life and the persons personal life.
Balancing Work-Life Linkages
Is difficult due to the dual demands of work and life. Important to recognize potential trade-offs in
advance.
Important to maintain a long-term perspective.
Important to decide what to value and what trade-offswill cost.