CHAPTER 13: Stress Flashcards
Stress
Psychological reaction to excessive demands
Stress reactions
Behavioral, psychological, and physiological responses.
Stressors
Environmental events or conditions that induce stress.
o Challenge Stressors
Associated with workload, pressure to complete tasks, time urgency.
o Hindrance Stressors (more harmful)
Stressors that keep you from reaching your goals (red tape, office politics, confusion over responsibilities, etc.)
Model
Strain
a negative response to stress
* Physiological responses: high blood pressure, susceptibility to disease, gastrointestinal problems, etc.
* Psychological responses: anxiety, depression, exhaustion, etc.
* Behavioral responses: poor performance, aggression, substance abuse, absenteeism, turnover, etc.
Burnout
A syndrome typified by emotional exhaustion, cynicism, and low self-efficacy
Conservation of Resources Theory
Stress is a reaction to:
* Perceived threat of loss of resources
* Actual loss of resources
* Failure to gain resources following investment
* e.g., when we count on getting resources and it does not happen
Type A behaviour pattern
a personality pattern that includes aggressiveness, ambitiousness, competitiveness, hostility, impatience, and a sense of time urgency
Workaholism
“Addiction” to work in which one has an internal compulsion to work, thinks persistently about work, and works excessively
Executive and Managerial Stressors
- Role overload: Too many tasks, long work hours, and high pressure.
- Heavy responsibility: Decision-making with major organizational consequences.
Operative-Level Stressors
- Poor physical working conditions: Noise, heat, or workplace hazards.
- Poor job design: Monotonous tasks leading to frustration.
Boundary roles
positions in which organizational members are required to interact with members of other organizations or with the public
Work engagement
A positive work-related state of mind characterized by vigor, dedication, and absorption
Vigour
High energy and resilience at work.
Dedication
Strong involvement in work, experiencing enthusiasm and challenge.
Absorption
Deep concentration and engagement in work.
Job Demands-Resources Model
Job demands: Physical, psychological, social, or organizational features that require effort and result in stress (e.g., workload, time pressure, role ambiguity, and role conflict).
Job resources: Features that help achieve work goals, reduce job demands, and promote growth (e.g., pay, job security, supervisor support, role clarity, autonomy, and feedback).
Some General Stressors
- Counterproductive Work Behaviour
- Bullying: Repeated negative behavior directed toward individuals of lower power or status, creating a hostile work environment.
- Mobbing: Multiple coworkers “gang up” on an employee, restricting their social support.
- Abusive Supervision (When managers bully subordinates)
- Cyberbullying (Bullying via email, texting, social networks, or blogs)
- Workplace Ostracism (Persistent failure to interact with a coworker when it would be normal to do so)
- Sexual Harassment
- Work-Family Conflict (Occurs when work duties interfere with family life or vice versa)
- Job Insecurity and Change
- Role Ambiguity
Techno-stress
Stress from mastering workplace technologies
Five dimensions of techno-stress
- Techno-overload: Feeling overwhelmed by the number of technology tools and information to process.
- Techno-invasion: Work intruding into personal time and being constantly available.
- Techno-uncertainty: Rapid technological changes creating uncertainty.
- Techno-complexity: New technology complicating daily work.
- Techno-insecurity: Fear of being replaced or outpaced by technologically skilled coworkers.
Reactions to Organizational Stress
Reactions to stress can be categorized as behavioral, psychological, and physiological.
- Good coping: Reactions that increase resources.
- Bad coping: Reactions that increase demands.
Behavioral Reactions to Stress
Overt activities used to cope with stress.
Examples include:
o Problem solving
o Seeking social support
o Modified performance
o Withdrawal
o Presenteeism
o Use of addictive substances
Problem Solving
Delegation
Time management
Talking it out
Asking for help
Searching for alternatives
Performance Changes
- Stress can lead to reduced job performance.
- Hindrance stressors: Directly damage goal attainment (e.g., role ambiguity, interpersonal conflict).
- Challenge stressors: Can enhance performance through increased motivation (e.g., high workload, responsibility).
- Organizational citizenship behaviors (OCB) decrease under high stress.
Withdrawal
Absenteeism and turnover due to stress.
Presenteeism
Working while ill, leading to reduced productivity.
Common causes:
High job demands.
Fear of falling behind.
Lack of job security.
Bullying and harassment.
Depression (often goes unreported).
Defense Mechanisms
Psychological strategies to reduce anxiety caused by stress.
Do not address the actual stressor but provide temporary relief.
5 types of Defense Mechanisms
o Rationalization: Justifying actions with acceptable reasons (e.g., blaming bias for lack of promotion).
o Projection: Attributing undesirable motives to others (e.g., assuming a corrupt official will accept a bribe).
o Displacement: Redirecting frustration to a “safe” target (e.g., venting anger in sports rather than at a boss).
o Reaction formation: Acting opposite to one’s true feelings to avoid criticism (e.g., agreeing with a group despite personal disagreement).
o Compensation: Excelling in one area to make up for deficiencies in another (e.g., becoming a great teacher after failing to publish research).
Common health risks associated with stress
o Cardiovascular issues (e.g., irregular heartbeat, high blood pressure, high cholesterol, increased pulse rate).
o Weakened immune system (e.g., higher susceptibility to infections).
o Chronic stress and burnout linked to heart disease.
Individual Strategies for Dealing with Stress
- Better Time Management
- Physical Activity
- Finding Time for Relaxation
- Building Social Support
Organizational Strategies for Dealing with Stress
- Job redesign
- Work-life balance, fitness, and wellness programs
- Family-Friendly Human Resource Policies (daycare centres, flexible work)
- Stress Management Programs (proactive and therapeutic programs to manage stress)
- Note how the strategies tie into demands and resources (e.g., job redesign, time, energy, social support, etc.)
Mindfulness
a state of heightened awareness and focus on the present moment
