Stress Management

Work Stress and Its Management

Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.

Work Stress and Its Management

Constraints

Forces that prevent individuals

from doing what they desire.

Demands
The loss of something
desired.

Potential Sources of Stress

Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical innovations

Terrorism in threats to physical safety and security

Potential Sources of Stress

Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees

Organizational structure (rules and regulations)

Organizational leadership (managerial style)
Organizations life stage (growth, stability, or

decline)

Potential Sources of Stress

(contd)
Individual Factors
Family and personal relationships
Economic problems from exceeding earning capacity
Personality problems arising for basic disposition

Individual Differences
Perceptual variations of how reality will affect the

individuals future.
Greater job experience moderates stress effects.
Social support buffers job stress.
Internal locus of control lowers perceived job stress.
Strong feelings of self-efficacy reduce reactions to job

stress.

Consequences of Stress
High Levels
of Stress

Physiological
Symptoms

Psychological
Symptoms

Behavioral
Symptoms

A Model of Stress

Inverted-U Relationship between

Stress and Job Performance

Managing Stress
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network

Managing Stress
Organizational Approaches
Improved personnel selection and job placement
Training
Use of realistic goal setting
Redesigning of jobs

Increased employee involvement

Improved organizational communication
Offering employee sabbaticals
Establishment of corporate wellness programs

JOB SATISFACTION

Definition
Locke: a pleasurable or positive emotional state

resulting from the appraisal of ones job or job

experiences
Feldman and Arnold: the amount of overall positive
affect (or feelings) that individuals have towards their
jobs.
Davis and Newstrom: a set of favorable or
unfavorable feelings with which employees view their
work
Dimensions of Job Satisfaction:
Emotional response (cannot be seen but only
inferred)
Often determined by how satisfactorily outcomes
meet ones expectations

IMPORTANCE OF JOB
SATISFACTION
enriches management with a range of information

pertaining to job, employee, environment etc

diagnostic instrument for knowing employees
problems, effecting changes and correcting with
least resistance
strengthens the communication system of the
organization and management can discuss the result
for shaping the future course of action
helps in improving the attitudes of employees
towards the job and facilitates integration of
employee with the organization
helps unions to know exactly what employees want
and what management is doing
facilitates in determining the training and

DETERMINANTS OF JS
Personal factors: sex, number of dependents, age,

and time on job, intelligence, education and

personality
Factors inherent in the job: nature of work, skill
required, occupational status, geographical location
and size of the organization
Factors controlled by the management: job security,
pay, fringe benefits, opportunity for advancement,
working conditions, coworkers, responsibility,
supervision, transfer policies, duration of work and
downward flow of information

Measuring Job Satisfaction

Single Global Rating
Summation score

Interviews
Action techniques
Critical incidents

Theories of Job Satisfaction

Fulfillment theory: satisfy their demands and getting

their wishes
E. A. Lockes Value theory/Discrepancy theory/Affect
theory: concerned on what the workers are
expecting and what they are getting. Their
expectations, valuations and hopes of workers
about their works are more important than what they
are having in real
Adams Equity theory: workers ponders about what
are his qualifications, contribution to the work and
the jobs contribution to him
Herzbergs Two-factor theory: regards the elements
of reasons of fulfillment (hygiene factors and
motivators)

Theories of Job Satisfaction

Hackman & Oldham JCM: framework to study how

particular job characteristics impact on job outcomes,

including job satisfaction (skill variety, task identity,
task significance, autonomy, and feedback)
Landys Opponent Theory: primary reaction (the
immediate emotional response) combined with the
secondary reaction (the later emotional response)
creates a stabilized equilibrium which results in job
satisfaction

The Effect of Job Satisfaction on

Employee Performance
Satisfaction and Productivity
Satisfied workers arent necessarily more

productive.
Worker productivity is higher in organizations with
more satisfied workers.
Satisfaction and Absenteeism
Satisfied employees have fewer avoidable

absences.
Satisfaction and Turnover
Satisfied employees are less likely to quit.
Organizations take actions to retain high performers

and to weed out lower performers.

How Employees Can Express

Dissatisfaction
Exit

Voice

Behavior directed toward

leaving the organization.

Active and constructive

attempts to improve
conditions.

Loyalty

Neglect

Passively waiting for

conditions to improve.

Allowing conditions to
worsen.

Responses to Job Dissatisfaction

Job Satisfaction and OCB

Satisfaction and Organizational Citizenship

Behavior (OCB)
Satisfied employees who feel fairly treated by and

are trusting of the organization are more willing to

engage in behaviors that go beyond the normal
expectations of their job.

Job Satisfaction and Customer

Satisfaction
Satisfied employees increase customer

satisfaction because:
They are more friendly, upbeat, and responsive.
They are less likely to turnover which helps build

long-term customer relationships.

They are experienced.
Dissatisfied customers increase employee job

dissatisfaction.