=CHAPTER 7=

WORK RELATED STRESS

&
STRESS MANAGEMENT

Submitted by:

Group 2
Villena, Nelia Mae S.
Gaston, Rechelle Ann
Cañete, Karine Joy
Catacutan, Shantal
Cabornay, Wyeth
Regner, Julie Mae

Submitted to:

Mrs. Victoria Labadlabad-Ymbong

BA 12N Teacher
What is STRESS?

Stress is your body's way of responding to any kind of demand. It can be caused by both good
and bad experiences. Stress in humans results from interactions between persons and their
environment that are perceived as straining or exceeding their adaptive capacities and
threatening their well-being. The element of perception indicates that human stress responses
reflect differences in personality, as well as differences in physical strength or general health.

Eustress and Distress

Where stress enhances function (physical or mental, such as through strength training or
challenging work) it may be considered eustress. Persistent stress that is not resolved through
coping or adaptation, deemed distress, may lead to anxiety or withdrawal (depression)
behavior.

General Adaptation Syndrome

When people feel stressed by something going on around them, their bodies react by releasing
chemicals into the blood. These chemicals give people more energy and strength, which can be
a good thing if their stress is caused by physical danger. But this can also be a bad thing, if their
stress is in response to something emotional and there is no outlet for this extra energy and
strength.

Alarm is the first stage. When the threat or stressor is identified or realized, the body's stress
response is a state of alarm. During this stage adrenaline will be produced in order to bring
about the fight-or-flight response.

Resistance is the second stage. If the stressor persists, it becomes necessary to attempt some
means of coping with the stress. Although the body begins to try to adapt to the strains or
demands of the environment, the body cannot keep this up indefinitely, so its resources are
gradually depleted.

Exhaustion is the third and final stage in the GAS model. At this point, all of the body's
resources are eventually depleted and the body is unable to maintain normal function. The
initial autonomic nervous system symptoms may reappear (sweating, raised heart rate etc.). If
stage three is extended, long term damage may result as the capacity of glands, especially the
adrenal gland, and the immune system is exhausted and function is impaired resulting in
decompensation.

The result can manifest itself in obvious illnesses such as ulcers, depression, diabetes, trouble
with the digestive system or even cardiovascular problems, along with other mental illnesses.
 STRESSORS: Consequences Causes of Stress
of Stress

Differences Stressors
Individual Nonwork
Physiological
Work
Stressors
Stress Behavioral
Interpersonal
Psychological
Role-related

Task control
Stressors
Organizational/are the causes of stress -- any environmental condition that
places a physical or emotional demand on the person.
Physical
Environment
INTERPERSONAL STRESSORS

• Considered the most common group of workplace stressors

• Include:

– Team dynamics

– Organizational politics

– Bad bosses

– Workplace violence

– Psychological and sexual harassment

Psychological Harassment

Repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect
an employee's dignity or psychological or physical integrity and that result in a harmful work
environment for the employee

Sexual Harassment
Unwelcome conduct -- detrimental effect on work environment or job performance

• Quid pro quo

– employment or job performance is conditional on unwanted sexual relations
• Hostile work environment
– an intimidating, hostile, or offensive working environment

ROLE-RELATED STRESSORS
• Role conflict
– Incongruity or incompatibility of expectations associated with the person’s role
– Occurs when two roles conflict with each other
– Occurs when personal values conflict with work roles
• Role ambiguity
– uncertain task and social expectations
• Work overload
– increased hours and intensity

TASK CONTROL STRESSORS

• Stress increases when employees lack control over:

– How and when tasks are performed
– Pace of work activity
• Low task control is a higher stressor when job also has high responsibility

ORGANIZATIONAL AND PHYSICAL ENVIRONMENT STRESSORS

• Organizational
– Most prevalent is downsizing, which affects layoff survivors
• reduced job security
• chaos of change
• additional workloads
• guilt of having a job as others lose theirs
• Physical Environment
– Due to excessive noise, poor lighting and hazards

WORK-NON WORK STRESSORS

• Time-based conflict
– due to business travel, inflexible and/or rotating work schedules
– for women -- still do most household chores
• Strain-based conflict
– work stress affects home, and vice versa
• Role behavior conflict
 – incompatible work and family roles

STRESS AND OCCUPATIONS

INDIVIDUAL DIFFERENCES IN STRESS

1. Different threshold levels of resistance

to Accountant stressor Hospital manager Presid
2. Use different stress coping strategies
3. Artist Perceive the situation Doctor (GP) differently Prison o
– Knowledge and
Car Mechanic skill Psychologist Teac
– Natural optimism and confidence (resilience)
Forest Ranger School principal Nur
Individual Differences – Resilience

• Capability of individuals to cope successfully in the face of significant change, adversity,

or risk
• Personality traits
– extroversion, low neuroticism, internal locus of control, high tolerance of
change, and high self-esteem
• Adaptability to stressors

– high emotional intelligence

H
Low-Stress Medium-Stress O
 – good problem-solving skills
– productive coping strategies
• Inner strength/sense of purpose
– Workplace spirituality

Workaholism

• Work addicts (classic workaholics)

– Highly involved in work
– High drive to succeed
– Low enjoyment of work
– Have “Type A” behavior pattern -- impatient, competitive, temper, interrupts
others
• Enthusiastic workaholics
– Highly involved in work, high drive to succeed, and high enjoyment of work
• Work enthusiasts
– High work involvement and work enjoyment, but LOW drive to succeed

CONSEQUENCES OF STRESS JOB BURN-OUT PROCESS

Cardiovascular
Interpersonal and disease,
STRESS
Role-Related Stressors
hypertension,
MANAGEMENT headaches
STRATEGIES

Remove the Strategies

• Stress audits -- investigate sources of stress

• Change corporate culture and reward system
• Provide environment that supports empowerment
 • Person-job matching
• Work-life balance initiatives

Work-Life Balance

• Flexible work time

• Job sharing
• Teleworking
• Personal leave
• Childcare support
Control Stress
Withdraw from the Stress
Consequences
• Permanent withdrawal
– Remove employees from jobs not aligned with their competencies
• Temporary withdrawal
– Coffee/lunch breaks
– Karaoke breaks (photo)
– Sabbaticals

Other Stress Management Strategies

• Change stress perceptions

– Self-confidence, self-leadership
• Control stress consequences
– Relaxation and meditation
– Fitness and wellness programs
• Social support
– Emotional and informational