Chapter 7 Organizational Behavior

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d: stress

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feeling of tension that occurs when a person perceives that a given situation is ab to exceed her ability to cope and consequently could endanger her weel being

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d: job stress

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feelings that ones capabilities resources or needs do not match the demands or requirements of the job

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do all people experience the same amount of stress from the same situations

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no, stress experienced depends on individual reactions to a situation

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a stressor can be either

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real or imagined

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d: acute stress

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short term reaction to an immediate threat

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chronic stress

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results from ongoing situations (long term stress)

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d: stress response

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unconscious mobilization of energy resources that occurs when the body encounters a stressor

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who invented eustress and dystress

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hans seyle

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d: eustresss

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positive stress that results form facing challenges and difficulties with the expectation of achievement
energizing and motivating
this level of stress is necessary for maximum performance

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d: dystress

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bad stress

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5 basic signs that you are stressed

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1) Feel irritable
2) sleep difficulties
3) don’t get any joy out of life
4) appetite is disturbed
5) relationship problems

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d: demand control model

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model that suggests experienced stress is a function of both job demands and job control
stress is highest when demands are high but ind have little control over the situation

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according to the demand control model,
job strain is a function of

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1) workplace demands faced by an associate or manager
2) control that an ind has in meeting those demands

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d: workplace demands

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aspects of the work environment that job holders must handle

demand control model

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d: control

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demand control model

to the extent to which individuals are able to affect the state of job demands and to the amount of control they have in making decisions ab their work

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according to the demand control model, when is job strain the highest

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when job demands are high and control is low

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what has research said ab the demand control model

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research mixed

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d: effort reward imbalance model

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suggests experienced stress is a function of both required effort and rewards obtained
stress is highest when required effort is high, but rewards are low

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what 2 factors does the effort reward imbalance model focus on

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1) the effort required by an associate or manager
2) the rewards an ind receives as a result of the effort

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d: effort

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effort-reward imbalance model

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how is stress created in the effort-reward imbalance problem

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strong required efforts and low rewards

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why might an ind stay if they are putting in strong required effort and low reward

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limited opp in the labor mrket
hope for changes in the situation
excessive work related over commitment (achievement motivation and approval motivation)

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what does research say ab the effort reward imbalance model

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supportive

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d: stressors

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environmental conditions that cause individuals to experience stress

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what are work related stressors

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role conflict
role ambiguity
work overload occupation
resource inadequacy
working conditions
management style
monitoring
job insecurity

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d: role conflict

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a situation in which different roles lead to conflicting expectations

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what is role conflict associated with

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dissatisfcaction
tardiness
absenteeism
turnover
hindrance stressor

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d: role ambiguity

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the situation in which jobholders are unclear ab teh goals, expectations or requirements in thier job

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what does role ambiguity create

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tension
anxiety
emotiona; responses
neg effects on job motivation and performance
stronger effects on tardiness, absenteeism, and turnover

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2 types of work over load

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quantitative (too much work)
qualitative (work too complex)

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d: type a personalities

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personality type characterized by competitiveness aggressiveness and impatience

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who is more susceptible to stress induced illnesses- type a or type b

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type a

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does self esteem affect stress

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yes people with high self esteem suffer fewer negative effects from stress than people with low self esteem

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d: hardiness

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a personality dimension corresponding to a strong internal commitment to activities, an internal locus of control (they make their own fate) and challenging seeking

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how does one with high self esteem handle stress

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break down tasks into manageable units and prioritize their work so they begin to tackle excessive work demands

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do people high in hardiness experience the same amount of stress

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no, also have fewer stress illnesses

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do women and men differ on stress levels

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no, only differ in coping strategies

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how do women cope with stress

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seek emotional support
seek instrumental social support
engage in positive self talk
and think over the situation

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what are some individual psychological consequences of stress

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anxiety
depression
low self esteem
sleeplessness
frustration
family problems
burnout

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d: burnout

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a condition of physical or emotional exhaustion brought ab by stress, associates and managers experincing burnout show various symptms such as fatigue, or lack of enthusiasm for work, and isolation from others

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when does burnout normally occur

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when working intensely with others under emotionally charged conditions

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what are behavioral consequences of stress

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excessive smoking
substance abuse
accident proneness
appetite disorders
violence

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what are physiological consequences of stress

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high blood pressure
muscle tension
ulcers
headaches
skin disease
impaired immune system

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what are organizational consequences from stress

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lower motivation
disatisfaction
lower job performance
turnover
health care costs
lower quality of relationships at work

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ways ind can reduce stress

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find jobs that fit them
propose dysfunctional job be redesigned

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4 tactics ind can use to reduce stress

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1) regular exercise (endurance, strength, flexibility)
2) proper diet
3) social support networks
4) relaxation techniques

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ways an organization can reduce stress

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1. Increase autonomy and control
2. Ensure ind are compensated properly
3. Maintain job demands at healthy levels
4. Ensure associates have adequate skills to keep up to date w technical changes in workplace
5. Increase associate involvement in decision making
6. Improve physical working conditions
7. Provide for job security and career development
8. Provide healthy work schedules
9. Improve communication

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d: toxin handlers

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encourage managers to be toxin handlers to implement wellness programs