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Stress

Chapter Stress from Ruchi Gupta (Organisational behaviour)

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Dharvi Singhal
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45 views10 pages

Stress

Chapter Stress from Ruchi Gupta (Organisational behaviour)

Uploaded by

Dharvi Singhal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
STRESS AT WORK (q@sHlighlights 15.4 Concept and Nature of Stress 452. implications of Stress on Performance ‘and Satisfaction 45.3 Symptoms of Stress 454 Work Stressors (Potential Sources: of Stress) 455 Consequences of Stress 456 Prevention 6nd Management of Stress or concer of the modern times as it can cause harm fe employee's health vets and physiologists have defined stress differently In simple ‘As living human makes constant demands, soit produces pressure, /-e., stress. Stress i, there fore, a natural and unavoidable feature of human fife. However, stress beyond a particular level can cause psychological and physiological problems which in farm would affect the individual's performance in the organisation. Thus, management of stress has ecome a challenging job for the moder organisations. Stress has become a maj and performance. Different psychologi wrords, sess refers to pressures of tensions People feel in life. 45.4 CONCEPT AND NATURE OF STRESS rand psychological imbalances within 2 pers00. ns ternal and external environment, Whenever, there pollution, hunnidity and working conditiors, surpass what has been achieved by Stress is an experience that creates physiological is abody reaction to any demands or changes in its in is achange in external environment, such as temperature, leads to stress. In these days of competition, when one wishes (0 Ga NN —————_e——EEE Ensontiats a Ora erteny albert. leading. 7 an imbalance between demands and reso ress is a part and parcel of everyday Ii ‘is canes sain Life Aauick lest to ensure the each az Definition of Stress Selve has defined stress a3 “the non-specific response ofthe b been borrowed from the natural ‘elences targa tema uring the Vib a ‘The concept of stress has stress was equated with “force, pres ” x force, pressure or strain” exerted upon a ica these forces nd attempts to maintain its original state. The vee of thecuace erate ~ Me physicists and engineers into adopting it to suit i CORED ni ae 8 theit purpose. Thus, stress in eng en, sneering ye wy “the ratio of the internal force brought into lay whi force acts. play when a substance is distorted to: ‘the area, ee R.S. Schuler is of the view th ete with an opportunity, constraint 0! at stress is a dynamic condition 7 demand retated to what he "reser atinuats cnt perceived to be both ‘uncertain and important. Thus, when a student tak Jor which the catont rere because he has to confront opportunities, vonisninty und demands. A good ve save tp eaming due credits, completion fof degrce/diploma and even earning a eva Peeorance mig performance may lead to failure or compartment in some paper and wastage reward or medal Perspination is a potemtal stress for mos fof the students. The potential palace ernen the outcome is uncertain, But is Very important for the individual. comes Ata se ‘According to Selyo, there are three stages of stress as discussed below .—Under this stage, a" initial st han individual's defence me tage of maximum adaptatio ssor continues OF defence Frock phase of lowered resistance is fallow chanisms are activated, “th when the individual restores he eqsliinn mechanism falters, individual movesto& ( Alarm reaction -shock during whic countel ) Resistance—Itis as (ii (iii) Exhaustion—1t the stres stage. Resistance FIG, 15.1. Stages of Stress. wt LG oot ature © : ‘ prysiotogically. stress ihe body's reaction to a perceived threat which requires either ‘fight or “o na stressful sialon, ne HErVous system activates the secretion of hormones from the endocrine fh geht places the body on a wat footing, This response, commonly referred to us the alarm reaction, iy volves an elevated heart rate, increased respiration, clevated levels of adrenalin in the blood blood pressure. It persists until the perception of threat reduces, This reaction may be wyatt and life preserving in physically dangerous situations, but is unhelpful as 9 reaction to most saleiaress However, if this physiological reaction to perceived distress at the work-place continues for . reas eveeged peri ret Smress is not necessarily: had in and of ttself. While sitess is typically taken in a negative sense, it sno tas postive value. His 0m opportunity when it offers potential gain. Consider, for example, the jor performance that an athlete or stage performer gives in “difficult” situations. Such individuals sen use sess positively to rise to the oceasion and perform at or near their maximum. gress is additive. It builds up. Each new and persistent stressor adds to an individual's stress evel Asingle stressor, in and of itself, may seem relatively unimportant, but if itis added to an already high level of stress, it can ‘be “the straw that breaks the camel's back”. If we want to appraise the total swum of stress an individual is under, we have to sum up his opportunity stresses, constraint stresses, aod demand stresses. jods, symptoms of fatigue, exhaustion and even physical or emotional breakdown may STRESS 7 || At peace with self. in harmony with the ‘surroundings is what a balanced personality comprises of. But this ideal personality is ‘becoming increasingly rare as the modern man is constantly confronted by challenges * ‘and ever increasing expectations. 5 All this culminates into tremendous pressure. upon the Individual. It causes disturbance In the “homeostasis” or the equilibrium of the body. Stress Is no longer a moaningless: cliche but has become an established medical entity affecting both body and mind. Eustress and Distress Stress is anything that changes our physical, emotional or mental state while encountering various stimuli in our environment. Selye has used two separate terms to distinguish between the positive and negative effects of stress on the individual, even though bodily reactions to the two forms of stress are similar. Eustress is ‘positive’ stress that accompanies achievement and exhilaration, Eustress is the sess of meeting challenges such as those found in managerial job. Distress occurs when we feel insecure, inadequate, helpless or desperate as a result of (oo much, or too little, pressure of tension, eeouCoOoOoOoOoO. 2. IMPLICATIONS OF STRESS : SATISFACTION ON PERFORMANCE ang, There has been a significant amount of rese: investiga enifi unt Of research ni BALIN the rel 15. erformance The most widely s nr The most widely studied pattern is the inverted U-relatiane oMthiP bs Selve suggested that optimum stress (oF custress) may he ach POND A thown inp Mt chieved a work ang nt HST performance when job provides adequate challenge, but not t optimum stress level 1s different for different individuals, each 0 ite oF ton much stress is functional for him to operate in a productive mana rial can venue high cnergy and high motivation Under the situations funders and over. } press, 104 dete, Im apathy creep in. The implications of different levels of stress have been sho: MENS, bated wn in Pehiby ™ Hit Lip noted that inverted U-relationship is moderated by two contingency fact SHOTS : (a) the type of yg” ov (6) the personality of the individual. Under Stressed Over eau seme (Eustress) Low —+ Pertormance —> High FIG, 15.1. Selye’s Stress and Jab Performance Model. TABLE 15.1. Consequences of Different Levels of Stress Basis Low Stress Optimum Stress | 4 Reaction Boredom/Apathy ‘High Energy 2. Behaviour Low Motivation High Motivation Careless mistakes Heightened Perception Psychological Withdrawal, Physical High Withdrawal, Inactivity Involvement | 3. Performance —_ Low Performance High Performance Gas Dull Health Good Health if: y ——_—— 58 eo upTOMS OF STRESS 33 rr aa snows tt sci in a number of ways. For instance, an individual who is experiencing « high src ry evel hia Be prewar, ers, bby, ety in making routine decisions, ec cue sehen NN TEN and the like. These can be subsumed under three general categories 1. (by paychorogteal, and (c) behavioural symptoms sire eaptoms 4, (5 genernily believed that stress could create changes in met pent and breaihing rates, increase blood preee wr c. bring on headache, and induce heart attack. he Unk Be and particular physiologieat symptoms is not clear, This is aitributed to the ed te HYMNS ithe difficulty of objectively measuring them. Our concem is with behaviour Sata ‘Therefore, the other two aymptoms of stress are more important {0 us ( Pyehotonteal Spemptorm Stress con cause dissatisfaction. Job-related stress can cause job ed diss ninfnction Job dissatisfaction, in fact, is the simplest and most obvious psychological effect see cas Butstreas shows itself in ther psychological states, for instance, tension, anxiety, irritability, vom and procrastination. ©) Behevtoural Symptoms, Behaviour related stress symptoms include changes in productivity, ence end turnover, as well as changes in cating habits, increased smoking or consumption of alcohol, ime peccts and sleet disorders. ‘as Cooper and Marshall observed, the sbove psychological, phy nical and behavioural symptoms aay feedback 1 become causes of stess in their turn, Thus, worries rel Jating to inability to concentrate cor deterioration 18 ‘health may form additional burden on the individual. While solving problems in one ortares (wok), he may generate further trouble ja another iabolism, life area (home) by overlooking latter's demands.“ A 54 WORK STRESSORS (POTENTIAL SOURCES OF STRESS) ‘The factors which have the potential to cause stress may be grouped under two headings, namely = (1) Organisational stressors, and (2) Individual stressors. igs ‘These are discussed below: Organisational Stressors. Organisational stressors are various factors in the workplace that can cause streis- The general ects of organisational stressors are as follows: () Tork Demands. So me jabs are by nature more stressful than others. The jobs of surgeons traffic controllers, and professional football coaches are more str cessful than those of general practitioners, airplane bagi gage loaders, and football team equipment managers. Beyond specific lask-related pressures, othe threats to a person's health. er aspects of job may pose physical Unhealthy conditions exist in occupations such [Link] mining afd toxic waste handling, Security in another tack demand that con cause stress. Someone irra relatively secure job is not Vikely to worry unduly about losing that position. Threats to j ob security canincrease sttess dramatically For example, stress general \y increases throughout sn organisation during a period of layofts ¢ immediately after a merger with another firm. a . Eenentinis of Oy (4) Rote Demanus, Th ie sources Of stress in organinati Hsational role includ We roe responsibility towards people ) ards people and things and ol about the work abject ts ae oft temore Ral iia ofthe joh Hote conflict arises where the individval ng es ete on : jet arises where the individual A scope andy required to do thing: ieipenaey i required to do things which he does not want to de Resp ib iA contig ansibilty towards peo, 19 people y generating than responsibility toy wards things (i include lack of partic hing! Inek of Jack of participation in decision-making. lack of maggots! Chernin, + lack of manager Tole tia suppor gag stn maintaining high (i) UnterpersonalIetarionshipy mt Work. The nature of relations Jeagues also form a major sour for relent ne a : ce of stress, Pi ae ab a eines our yaa su spportivencs and low interest in listening to and dealing ‘apne involve lon neat embers feel more stress if the boss is low on ‘consideration’. Tae eo Problemy more stress to subordinates than ‘people-criented” man or Saath oriented manager ed the pressure of relationship but also bj ate social aueaa ee ro : a a lack of i Penerated 20% ony 5 difficult situations, ’ adequate social suppor from calestay (iv) Organisational Structure and Climate. This source of stress involv the organisation and a threat 1o one's freedom, autonomy and identi pein at include: little or no participa Toncmaking, lack of belocere sn et Sten iP i clony ps consultation, poor communication, restrictions on behaviour and polities by somes of eens c Polities by some organisations tal daring members. (») Organisational Leadership. Leadership style may also cause stress. Suppose an empl iDloyee need, a great deal of social support from his leader but the leader shows no concern or comp: 'assion for him. This employee will probably feel stressed. Similarly, assume an employee who ha: ‘on-making and to be active in all aspects of management Bark is need to participate in deci boss is very autocratic and refiuses to consult subordinates about anything, Naturally, stress Hess i likely to result. (i) Group Pressures. Group pressures may inelude pressure to restrict output pressure to con tothe wroup's norms, and so forth. For instance, itis quite common fora work group toamen much each member will produce. Individuals who prodce Y an informal agreement about how at ch more or much less than this level may by pressurised by the group to get back in in. Ax strong need to vary from the group's expectations (perhaps fo get a pay individual who feels 2 Mise or promotion) will experience a great deal of stress, especially if acceptance bythe grup is also important to him or her. in the context of organisation life or personal Individual Stressors cd Life trauma which are discussed ‘Some stressors at the leve! life. These include: career developme! belo J of an individual may arise i nt, personality type, life change an ressors relating to career development: ence or early retirement); (ii) status .g from attainment of one’s career jy Career Development. There are two major clusters of st (d lack of job security (fear of redundancy, obsolese incongruity (under or over promotion and frustration stemmin, ceiling). (ii) Type A and B Personality Profiles. Type A and Type B profiles were first observed by two caniologists, Meyer Friedman and Ray Rosenman. They first got the idea when a worker repairing the upholstery on their waitingroom chairs noted that many of the chairs were wor only on the tome suggested to the two cardiologists that many heart paticnts were anxious and had 3 ime sitting still—they were literally sitting on the edges of their seats. : —_— nwo 15.7 _ eervation as 8 starting point, Pricd ; nico ‘ . Pricdman and Ri gt sentny conc that thet patients W otenman began to study the phenomenon hibitin:

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