emotions and stress.ppt

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Emotions and StressEmotions and Stress

on the Jobon the Job

Chapter 4Chapter 4


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pp

2© Copyright 2003, Prentice Hall

Learning ObjectivesLearning Objectives

1. Distinguish between emotions and moods.

2. Describe the effects of emotions and moods on

behavior in organizations.3. Describe ways that people manage their

emotions in organizations.

4. Identify the major causes and conseuences ofstress.

!. Identify various organizational resources formanaging stress.

". Identify various ways that we can manage ourown stress as individuals.


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Emotions and MoodsEmotions and Moods

EmotionsEmotions# $vert reactions that e%pressfeelings about events. – &motions always have an object.

– 'here are si% major categories of emotions. – &%pression of major emotions is universal. – (ulture determines how and when people

e%press emotions.

Display RulesDisplay Rules# (ultural norms about the appropriateways to e%press emotions.

Mood Mood # )n unfocused* relatively mildfeeling that e%ists as bac+ground to ourdaily e%periences.


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Categories of EmotionCategories of Emotion


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Emotions, Moods, and JobEmotions, Moods, and Job

PerformancePerformance ,eople in highly emotional states have lower job performance.

&specially true in the case of negative emotions.

,eople showing high positive affectivity ma+e better decisions

than those showing high negative affectivity. -eing in a positive mood helps people recall positive things and

being in a negative mood helps people recall negative things.

,eople report greater satisfaction with their jobs while they are in

a good mood.

-eing in a good mood leads people to judge the wor+ of othersmore positively.

,eople who are in a good mood also tend to be more generous

and are inclined to help their fellow wor+ers.

,eople who are in a good mood are inclined to wor+ more

carefully with others to resolve conflicts.


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Managing Emotions inManaging Emotions in

OrganizationsOrganizationsEmotional DissonanceEmotional Dissonance# Inconsistencies

between the emotions we feel and the

emotions we e%press.Emotional Labor:Emotional Labor: 'he psychological effort

involved in holding bac+ ones true

emotions.

Organizational CompassionOrganizational Compassion# /teps ta+en

by organizational officials to alleviate the

suffering of its employees or others.


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OrganizationalOrganizational

CompassionCompassion


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StressStress

Stressor Stressor # )ny demand* either physical orpsychological in nature* encountered during the courseof living.

StressStress# 'he pattern of emotional states andphysiological reactions occurring in response todemands from within or outside an organization.

Cognitive Appraisal Cognitive Appraisal # ) judgment about thestressfulness of a situation* based on the e%tent to

which someone perceives a stressor as threateningand capable of coping with its demands.

StrainStrain# Deviations from normal states of humanfunctioning resulting from prolonged e%posure tostressful events.


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StressStress


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Cases of StressCases of Stress

1. $ccupational demands

2. (onflict between wor+

and nonwor+3. /tress from uncertainty

4. $verload andunderload

!. 0esponsibility forothers

". ac+ of social support

. /e%ual harassment


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Occpational !emandsOccpational !emands

a+ing decisions

(onstantly monitoring

devices or materials 0epeatedly e%changing

information with others

or+ing in unpleasant

physical conditions ,erforming

unstructured rather

than structured tas+s


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"or# vs$ %on&or#"or# vs$ %on&or#

Role Conflict Role Conflict #Incompatibilities

between the varioussets of obligationspeople face.

Rule uggling Rule uggling # 'he

need to switch bac+and forth between thedemands of wor+ andfamily.


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Stress from 'ncertaint(Stress from 'ncertaint(

Role Ambiguity Role Ambiguity

5ncertainty

about what one

is e%pected todo on a job.


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Overload and 'nderloadOverload and 'nderload

6uantitative $verload

6ualitative $verload

Information )n%iety

6uantitative 5nderload

6ualitative 5nderload


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OverloadOverload

!uantitative Overload !uantitative Overload #'he belief that one isreuired to do morewor+ than possibly canbe completed in aspecific period.

!ualitative Overload !ualitative Overload #

'he belief that one lac+sthe reuired s+ills orabilities to perform agiven job.


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)nformation *n+iet()nformation *n+iet(

"ressure to store and process a great deal ofinformation in our #eads and to $eep up constantly

%it# gat#ering it&


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esponsibilit( for Othersesponsibilit( for Others


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Social SpportSocial Spport

'he friendship and support of others* whichhelp minimize reactions to stress.

/ources#

– (ultural norms

– /ocial institutions

– 7riends and family

-enefits#

– -oosting self esteem

– /haring information

– ,roviding diversion

– 8iving needed resources


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Se+al -arassmentSe+al -arassment

5nwanted

contact orcommunication

of a se%ual

nature* usuallyagainst women


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Statistics abot StressStatistics abot Stress


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Stress E.ectsStress E.ects

(as$ "erformance(as$ "erformance# /ome individuals perform at higher

levels in times of high stress. 7or most people* however* higher levels

of stress lead to lower levels of jobperformance.

Des$ RageDes$ Rage# ashing out at others inresponse to stressful encounters onthe job.


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/rnot/rnot

) syndrome ofemotional* physical*

and mentale%haustion coupledwith feelings of lowself9esteem or lowself9efficacy* resulting

from prolongede%posure to intensestress* and the strainreactions followingfrom them.


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Characteristics of /rnotCharacteristics of /rnot

"#ysical E)#austion"#ysical E)#austion# Includes low energy levelsand feeling tired much of the time* as well assymptoms of physical strain such as freuent

headaches* nausea* poor sleep* and changes ineating habits.

Emotional E)#austionEmotional E)#austion# Depression* feelings ofhelplessness* and feelings of being trapped.

DepersonalizationDepersonalization# ) pattern of behavior mar+ed by

becoming cynical toward others* treating others asobjects* and holding negative attitudes towardothers.

*eelings of Lo% "ersonal Accomplis#ment *eelings of Lo% "ersonal Accomplis#ment * both inthe past and in the future.


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Organizational esorcesOrganizational esorces

Employee Assistance "rograms +EA"s,Employee Assistance "rograms +EA"s,# ,lans that

provide employees with assistance for various personal

problems :e.g.* substance abuse* career planning* and

financial and legal problems;. -ellness "rograms-ellness "rograms# (ompany9wide programs in which

employees receive training regarding things they can

do to promote healthy lifestyles.

Absence Control "rograms Absence Control "rograms# ,rocedures that give

employees fle%ibility with respect to when they can ta+etime off wor+.

Stress Management "rogramsStress Management "rograms# /ystematic efforts to

train employees in a variety of techniues that they can

use to become less adversely affected by stress.


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Managing StressManaging Stress

anage your time

&at a healthy diet and be

physically fit 0ela% and meditate

8et a good nights sleep

)void inappropriate self9

tal+

(ontrol your reactions

'a+e a time out


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0ime Management 0ime Management

'he practice of ta+ing control over how youspend time.

&ffective practices# – "rioritize your activities"rioritize your activities# Distinguish between

tas+s that are urgent and important.

– Allocate your time realistically Allocate your time realistically # )ccuratelyassess how much time needs to be spent on

each tas+. – (a$e control of your time(a$e control of your time# a+e a


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0he 1ood Sleep -abit 0he 1ood Sleep -abit

/chedule your sleep

Dont go to bed after

strenuous activity )void stimulants

before bedtime

Dont eat or wor+ inbed

(lear your mind


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Stress PreventionStress Prevention

*pproaches*pproaches

emotions and stress.ppt

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