C H A P T E R 7

Stress
Management

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Stressful Energy Trading

These energy traders in Houston

experience high levels of stress
due to long hours, intense
bartering, and the hefty
consequences of poor decisions.
“I am so burned out at the end of
© S. N. Pool, Houston Chronicle
the day, I don't even want to
make a decision about what to
eat for dinner,” says one trader.

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What is Stress?

An adaptive response to a
situation that is perceived as
challenging or threatening to the
person’s well-being

© S. N. Pool, Houston Chronicle

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General Adaptation Syndrome
Stage 1 Stage 2 Stage 3
Alarm Reaction Resistance Exhaustion

Normal
Level of
Resistance

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Stressors and Stress Outcomes
Work Individual Consequences
Stressors Differences of Stress

Physical
environment Physiological
Role-related Stress
Behavioral
Interpersonal
Psychological
Organizational

Nonwork
Stressors

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Role-Related Stressors
Role conflict
 Interrole conflict
 Intrarole conflict
 Person-role conflict
Role ambiguity
 Uncertain duties, authority
Workload
 Too much/too little work
Task control
© Photodisc. With permission.  Machine pacing
 Monitoring equipment
 No work schedule control

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Interpersonal Stressor: 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

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Interpersonal Stressor: Workplace Violence

Workplace violence is a stressor to those

who:
 Experience violence at work
 Observe violence at work
 Work in jobs with higher risk of violence
High risk of violence in the U.S., but higher in
several other countries (e.g., France, Argentina,
Canada)

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Interpersonal Stressor: Workplace Bullying

Offensive, intimidating, or humiliating

behavior that degrades, ridicules, or insults
another person at work.
Workplace bullies tend to be people with
higher authority
Workplace bullying is reduced through:
 Careful hiring
 360-degree feedback
 Conflict resolution system

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Work-Nonwork Stressors

Time-based conflict
 due to work schedule, commuting, travel
 women still do “second shift” (most housework)
Strain-based conflict
 work stress affects home, and vice versa
Role behavior conflict
 incompatible work and nonwork roles

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Stress and Occupations

Accountant Hospital manager Police officer

Artist Physician (GP) Tel. operator
Auto Mechanic Psychologist U.S. President
Forester School principal Waiter/waitress

Low-Stress Medium-Stress High-Stress

Occupations Occupations Occupations

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Individual Differences in Stress

Perceive the situation differently

 Self-efficacy
 Locus of control

Different threshold levels of resistance

to stressor
 Store of energy

Use different stress coping strategies

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Type A / Type B Behavior Pattern
Type A Behavior Pattern
Talks rapidly
Is devoted to work
Is highly competitive
Struggles to perform several
tasks
Has a strong sense of time
urgency
Is impatient with idleness
Loses temper easily
Interrupts others
McShane/ Von Glinow 2/e
Type B Behavior Pattern
Handles details patiently
Is less competitive with others
Contemplates issues carefully
Has a low concern about time
limitations
Doesn't feel guilty about
relaxing
Has a relaxed approach to life
Works at a steady pace
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Consequences of Distress

Physiological consequences
 cardiovascular diseases
 ulcers, sexual dysfunction, headaches
Behavioral consequences
 work performance, accidents, decisions
 absenteeism -- due to sickness and flight
 workplace aggression
Psychological Consequences
 moodiness, depression, emotional fatigue

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Burnout Process
Interpersonal and
Role-Related Stressors

Emotional
Exhaustion
Physiological,
psychological,
Depersonalization
and behavioral
consequences
Reduced Personal
Accomplishment

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Work-Life Balance at Ford Motor Co.

Mark-Tami Hotta is engaged

in a rousing game of Daddy
Elephant/Baby Elephant with
his kids. The chief program
engineer for the Ford
Windstar minivan leaves
work early three days each
week as part of the © D. Guralnick, Detroit News

company’s effort to improve

work-life balance.

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Family-Friendly and Work-Life Initiatives

Flexible work time

Job sharing
Telecommuting
Personal leave
Childcare facilities
© D. Guralnick, Detroit News

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Other Stress Management Practices
Withdrawing from the stressor
 Permanent -- transfer to better fit job
 Temporary -- work breaks, vacations
Changing stress perceptions
 Self-efficacy, self-leadership
Controlling stress consequences
 Fitness and lifestyle programs
 Relaxation and meditation
 Employee counseling
Social support
 Emotional and informational

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
C H A P T E R 7
Stress
Management

McShane/ Von Glinow 2/e Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.