Manajemen Stress di Tempat Kerja

Chapter 10

Mata kuliah : J0754 - Pengelolaan Organisasi EntrepreneurialDosen Pembuat : D3122 - Rudy AryantoTahun : 2009

Learning Objectives– Describe the components of an organizational stress

model– Distinguish among categories of stressors– Explain the effects of stress on health– Identify the relationship between stress and social

support– Explain the difference between stress and social support– Describe the objectives of individual and organizational

wellness approaches

Work-Life Balance• In the past, only the salaried elite enjoyed

work/family balance programs– Demographics indicate a rising need and demand for

child and elder care programs

• The work and personal lives of employees are interconnected– People compensate for low work- or personal-life

satisfaction by seeking satisfying activities in the other domain

What is Stress?• Feeling tense, anxious, or worried

– For an action, situation, or event to result in stress, it must be perceived as a threat, challenge, or harm

• A stressor…– Any potentially harmful or

threatening external eventor situation

Sources of Modern Day Stress

– Work overload– Nagging boss– Computer problems– Time deadlines– Poorly designed jobs– Marriage problems– Financial problems– Mergers

Child and/or elder care

Downsizing Health issues Terrorism Difficult coworkers Increasing pace of change

Work Stressors: Individual Level

If there are no perceived consequences, there is no potential for stress

Causes of Individual Stress Levels• Factors that determine whether an experience is

likely to result in stress:– Importance– Uncertainty – Duration

Model of Organizational Stress

Stress

Individual Differences

Stressors Outcomes

Group

Organizational

Non-work

Behavioral

Cognitive

Physiological

Individual

Work Stressors: Individual• Role Conflict

– Compliance with one set of expectations conflicts with compliance with another set of expectations

• Qualitative Overload– Lacking the ability to complete a job or feeling that

performance standards are too high

• Quantitative Overload– Having too many things to do or insufficient time to

complete a job

Underload-Overload Continuum

Hardiness• People with a “hardiness” trait

– Believe they can control the events they encounter– Are extremely committed to the activities in their lives– Treat change as a challenge

• The greater the hardiness trait, the lower the impact of stress on health

Group and Organizational Stressors• Important organizational stressors

– Participation– Intra- and intergroup relationships– Organizational politics– Organizational culture– Lack of performance feedback– Inadequate career opportunities– Downsizing

Nonwork Stressors

Elder & child care

Economy

Lack of mobility

Volunteer Work

Quality of Life

Stress Outcomes• Stress outcomes are greatly influenced by type of

employment– White-collar professionals report fewer negative stress

consequences than do blue-collar workers

• In all jobs, whether white- or blue-collar, stress negatively affects performance

Individual Stress OutcomesPsychologicalConsequences

PhysiologicalConsequences

• Anxiety

• Frustration

• Apathy

• Lowered self-esteem

• Aggression

• Depression

• Increased heart rate

• Elevated blood pressure

• Sweating

• Hot and cold flashes

• Higher blood glucose levels

• Elevated stomach acid production

Individual Stress Outcomes• Burnout is a psychological process

that results from unrelieved work stress – Emotional exhaustion– Depersonalization– Feelings of decreased

accomplishment

Consequences of BurnoutEmotional

Exhaustion DepersonalizationLow Personal

Accomplishment

Feels drained by work

Has become calloused by job

Can’t deal with problems effectively

Fatigued in the morning

Treats others like objects

No positive influence on others

FrustratedDoesn’t care what happens to others

Can’t understand or identify with

others’ problems

Doesn’t want to work with others

Feels others blame them

No longer excited by the job

Organizational Consequences• Stress costs organizations money

– Poorer decision making– Decreased creativity– Mental and physical health problems– Turnover– Sabotage– Increased insurance

premiums

Stress Moderators: Personality• Big Five Model personality traits that moderate

stress– Extroversion– Emotional stability – Agreeableness– Conscientiousness– Openness to Experience

Stress Moderators: Personality• Locus of control

– “Internals” believe they are in control of the events that shape their lives

– “Externals” feel that control is external to them

• Self-efficacy– Confidence in one’s abilities– Sees potential stressors as challenges and opportunities

Stress Moderators: Type A Behavior• Persons with Type A behavior

– In a chronic struggle to get as much done as possible in the shortest time period

– Aggressive, ambitious, competitive, forceful, impatient– Speak explosively and rush others

to finish what they are saying– Work oriented, preoccupied with deadlines– Always struggling with people, things, events

Stress Moderators: Social Support• Social support

– The comfort, assistance, or information one receives through formal or informal contacts with individuals or groups

• Commonly takes the form of..– Emotional support– Appraisal support– Informational support

Stress Prevention & Management• Targeted, corrective programs include

– Teaching employees to cope with stress– Redesigning work to minimize stressors– A supportive, coaching management style– More flexible work hours– Paying more attention to work/life balance– Better communication and team-building – Better feedback on worker performance and

management expectations

Stress Management Program Targets

Work and Non-work Stressors

Employee Perceptions / Experience of Stress

Outcomes of Stress • Physiological

• Emotional

• Behavioral

Organizational Stress Management & Prevention Programs

Targeted at

Maximizing Person-Environment Fit• A person-environment (P-E) approach focuses on

the extent to which...– Work provides the formal and informal rewards that

meet a person’s needs – The employee’s skills, abilities, and experience match

the needs of the job

• Stress can be reduced or eliminated– Improve the fit between the employee

and the organizational environment

Socialization

The process by which an individual learns the values and behaviors necessary to become an

effective organizational member

Stress Prevention & Mgmt Programs• Employee Assistance Programs

– Conceived as alcohol abuse programs– Now deals with stress-related problems, both work and

non-work related

• Based on traditional medical approach– Diagnosis– Treatment– Screening– Prevention

Stress Prevention & Mgmt Programs• Wellness Programs

– Also called health promotion programs– Focus on overall physical and mental health

• Examples– Hypertension identification and control– Smoking cessation– Physical fitness and exercise– Nutrition and diet control

Sustaining a Wellness Strategy• A step-by-step approach

– Make health and well-being a part of the organization’s mission and strategic plans

– Produce a written policy statement about health, the promotion of health, and the importance of well-being

– Get executive, employee, and union commitment and action plans

– Commit needed organizational resources

Sustaining a Wellness Strategy• A step-by-step approach (continued)

– Create and circulate a “best practice” case file

– Report on and celebrate successes– Encourage and reward

managers for involvement in wellness programs and working toward better work-life balance

Individual Approaches• There are many individual approaches to dealing

with stressors and stress– Cognitive techniques– Relaxation training– Meditation– Biofeedback