Chapter 7: Managing Stress And Emotions Flashcards
Role Ambiguity (Role Stressor)
lack of clarity about job responsibilities
Role Conflict (Role Stressor)
conflicting demands at work
Role Overload (Role Stressor)
insufficient time and resources to complete one’s job
Workplace stressors (2)
Time Pressure (not enough time)
Job Complexity (too much expected)
Distress
bad or negative stress; no way to eliminate, reduce or counteract
Hinderance Stressors
decrease motivation and performance
Eustress
good/positive stress; challenge and achievement
Challange Stressors
increase motivation and performance
Strain
A possible outcome of stress
Physiological Reactions (Strain)
illness, headaches, joint pain, cardiovascular problems
Psychological Reactions (Strain)
depression, anxiety, anger, sleep problems
Behavioural Reactions (Strain)
burnout, absenteeism, turnover, addiction, poor performance
What level of stress is best for job performance?
Moderate stress
Type A Personality
competitive, time urgent, hostile and aggressive
Type B Personality
relaxed, patient, easy-going
Job-Demands Resources Model
Job demands + strain = less organizational outcomes
Job resources + motivation = increased organizational outcomes
Job demands take away from job resources
Ways the Job-Demands Model expands on the Demand-Control Model (3)
- recognizes that there are a variety of demands other than work-load
- recognizes that job control is one of many resources that employees can use to meet the demands of their jobs
- focused on both negative and positive indicators of employee well-being
Problem-Focused Coping
doing something about the stressor; problem-solving, time management
Emotion-Focused Coping
try to alleviate the emotions associated with the stressor; meditation, drinking alcohol
Avoidance Coping
denying any negative emotions and avoiding thinking about the stressor; ignore, deny
Organizational Strategies for Managing Stress
- Make expectations clear
- Redesign jobs to increase autonomy
- Telecommuting (working from home)
