© 2009 jones and bartlett publishers chapter 12 stress in the workplace and stress management

© 2009 Jones and Bartlett Publishers

Chapter 12Chapter 12

Stress in the Workplace and Stress in the Workplace and Stress ManagementStress Management


What is Stress?What is Stress?

Cognitive-transactional theory Cognitive-transactional theory defines stress as “a particular defines stress as “a particular relationship between the person and relationship between the person and the environment that is appraised by the environment that is appraised by the person as taxing or exceeding the person as taxing or exceeding his or her resources and his or her resources and endangering his or her well being” endangering his or her well being” (Schwarzer, 2004).(Schwarzer, 2004).


Individual Distress Individual Distress ConsequencesConsequences

•BehavioralBehavioral•PsychologicalPsychological•PhysiologicalPhysiological


Work Related StressWork Related Stress

According to the American Institute of According to the American Institute of Stress (2004), job stress costs U.S. Stress (2004), job stress costs U.S. industry approximately $300 billion industry approximately $300 billion annually in terms of accidents, annually in terms of accidents, absenteeism, employee turnover, loss of absenteeism, employee turnover, loss of productivity, direct medical, legal, and productivity, direct medical, legal, and insurance costs, workers' compensation insurance costs, workers' compensation awards, as well as tort and Federal awards, as well as tort and Federal Employers' Liability Act (FELA) Employers' Liability Act (FELA) judgments.judgments.


Distress - EustressDistress - Eustress


StressorsStressors

• Positive or negativePositive or negative• External or internalExternal or internal• Short-term (acute) or long-term Short-term (acute) or long-term

(chronic)(chronic)


Individuals and StressIndividuals and Stress

• PersonalitiesPersonalities• MinoritiesMinorities• GenderGender


BurnoutBurnout

Three dimensions associated with Three dimensions associated with burnout:burnout:

1.1. Emotional exhaustionEmotional exhaustion

2.2. DepersonalizationDepersonalization

3.3. Diminished personal Diminished personal accomplishmentaccomplishment


Causes of Workplace Causes of Workplace StressStress

• Individual task demandsIndividual task demands• Individual role demandsIndividual role demands• Group demandsGroup demands• Organizational demandsOrganizational demands


Stages of Preventive Stages of Preventive Stress ManagementStress Management


Individual Coping Individual Coping StrategiesStrategies

• RelaxationRelaxation• Learned OptimismLearned Optimism• Hardiness TrainingHardiness Training• Stress Management ProgramsStress Management Programs


Chapter 13Chapter 13

Conflict Management, Conflict Management, Decision-Making and Decision-Making and

Negotiation SkillsNegotiation Skills


ConflictConflict

Conflict occurs when an individual or Conflict occurs when an individual or group feels negatively affected by group feels negatively affected by another individual or group.another individual or group.

Three components:Three components:1.1. Perceived incompatibility of interests,Perceived incompatibility of interests,2.2. Some interdependence of the parties, Some interdependence of the parties,

andand3.3. Some form of interaction.Some form of interaction.


Types of ConflictTypes of Conflict

• GoalGoal• CognitiveCognitive• AffectiveAffective• ProceduralProcedural


Levels of ConflictLevels of Conflict

• IntrapersonalIntrapersonal• InterpersonalInterpersonal• IntragroupIntragroup• IntergroupIntergroup• InterorganizationalInterorganizational


Intrapersonal ConflictIntrapersonal Conflict

Intrapersonal conflict occurs within an Intrapersonal conflict occurs within an individual and may involve some form of individual and may involve some form of goal, cognitive, or affective conflict.goal, cognitive, or affective conflict.

• Approach/approachApproach/approach• Avoidance/avoidanceAvoidance/avoidance• Approach/avoidanceApproach/avoidance• Cognitive dissonanceCognitive dissonance

person-role conflictperson-role conflictintrarole conflictintrarole conflictinterrole conflictinterrole conflict


Interpersonal ConflictInterpersonal Conflict

Interpersonal conflict involves two Interpersonal conflict involves two or more individuals who believe or more individuals who believe that their attitudes, behaviors, or that their attitudes, behaviors, or preferred goals are in opposition.preferred goals are in opposition.

1.1. Personal characteristics and issues,Personal characteristics and issues,2.2. Interactional difficulties, andInteractional difficulties, and3.3. Differences around perspectives Differences around perspectives

and perceptions of the issues.and perceptions of the issues.


Intragroup ConflictIntragroup Conflict

Intragroup conflict involves clashes Intragroup conflict involves clashes among some or all of a group’s among some or all of a group’s members, which often affect the members, which often affect the group’s processes and effectiveness.group’s processes and effectiveness.

1.1. RelationshipRelationship

2.2. TaskTask

3.3. ProcessProcess


Intergroup ConflictIntergroup Conflict

Intergroup conflict involves opposition Intergroup conflict involves opposition and clashes between groups.and clashes between groups.

1.1. VerticalVertical

2.2. HorizontalHorizontal

3.3. Line-staffLine-staff

4.4. Diversity-basedDiversity-based


Interorganizational Interorganizational ConflictConflict

Interorganizational conflict occurs Interorganizational conflict occurs between organizations due to between organizations due to interdependence on membership interdependence on membership and divisional or system-wide and divisional or system-wide success.success.


Decision-Making ModelsDecision-Making Models

• Rational Approach – a systemic Rational Approach – a systemic analysis of the problem followed by analysis of the problem followed by the choice and implementation of a the choice and implementation of a solution in a logical, step-by-step solution in a logical, step-by-step sequence (Daft, 2004).sequence (Daft, 2004).

• Bounded Rationality Approach – Due Bounded Rationality Approach – Due to cognitive limitations, an individual to cognitive limitations, an individual will limit his or her search for will limit his or her search for information prior to decision-making.information prior to decision-making.


Decision-Making Models Decision-Making Models (cont.)(cont.)

• Intuition – decision-making using one’s Intuition – decision-making using one’s professional judgment based on past professional judgment based on past experiences rather than sequential logic experiences rather than sequential logic or explicit reasoning (Daft, 2004).or explicit reasoning (Daft, 2004).

• Heuristics or Biases Approach – Heuristics or Biases Approach – Individuals use judgmental heuristics or Individuals use judgmental heuristics or “rules of thumb” to simplify their “rules of thumb” to simplify their decision-making. Commonly used: decision-making. Commonly used: availability bias, representativeness bias, availability bias, representativeness bias, and anchoring/adjustment bias.and anchoring/adjustment bias.


Escalation of Escalation of CommitmentCommitment

When an individual continues to When an individual continues to allocate more resources to a losing allocate more resources to a losing proposition due (1) inability to admit proposition due (1) inability to admit to a mistake, or (2) framing to a mistake, or (2) framing heuristic.heuristic.


Avoid Escalation of Avoid Escalation of CommitmentCommitment

1.1. Recognize that they may be biased Recognize that they may be biased toward escalation, toward escalation,

2.2. See escalation for what it is (i.e., an See escalation for what it is (i.e., an overcommitment to a strategy by overcommitment to a strategy by defining failure ambiguously, or by defining failure ambiguously, or by ignoring others’ concerns), and ignoring others’ concerns), and

3.3. Avoid overcommitment by looking at Avoid overcommitment by looking at the strategy from an outsider’s the strategy from an outsider’s perspective.perspective.


Decision Style ModelDecision Style Model


Conflict Negotiation Conflict Negotiation ModelsModels

Negotiation is the process by which Negotiation is the process by which two or more parties decide what each two or more parties decide what each will give and take in an exchange.will give and take in an exchange.

Three major negotiation models:Three major negotiation models:

1.1. Distributive Distributive (win-loss approach),(win-loss approach),

2.2. Integrative Integrative (win/win approach),(win/win approach), and and

3.3. Interactive Interactive (joint problem-solving (joint problem-solving approach)approach)


End

© 2009 jones and bartlett publishers chapter 12 stress in the workplace and stress management

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