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Work-Related Work-Related Stress and Stress Stress and Stress ManagementManagement

Work-Related Work-Related Stress and Stress Stress and Stress ManagementManagement

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2 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Stress Among Canadian NursesStress Among Canadian Nurses

Amanda Coffin (shown) in

Charlottetown and other

nurses across Canada are

experiencing high stress

levels due to budget cuts

and staff shortages.

Charlottetown Guardian

3 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

What is Stress?What is Stress?What is Stress?What is Stress?

An adaptive response

to a situation that is

perceived as

challenging or

threatening to the

person’s well-beingCharlottetown Guardian

4 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Stage 1Alarm Reaction

Stage 2Resistance

Stage 3Exhaustion

NormalLevel of

Resistance

General Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation Syndrome

5 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

StressStress

WorkWorkStressorsStressors

InterpersonalInterpersonal

Role-relatedRole-related

Task controlTask control

Organizational/Organizational/Physical Physical

EnvironmentEnvironment

Stressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress Outcomes

NonworkNonworkStressorsStressors

IndividualDifferences

ConsequencesConsequencesof Stressof Stress

PhysiologicalPhysiological

BehaviouralBehavioural

PsychologicalPsychological

6 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Interpersonal Stressor: Sexual HarassmentInterpersonal Stressor: Sexual HarassmentInterpersonal Stressor: Sexual HarassmentInterpersonal Stressor: Sexual Harassment

• Unwelcome conduct -- detrimental effect on work environment or job performance

• Quid pro quo– employment or job performance is

conditional on unwanted sexual relations

• Hostile work environment– an intimidating, hostile, or offensive working

environment

7 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Interpersonal Stressor: Workplace ViolenceInterpersonal Stressor: Workplace ViolenceInterpersonal Stressor: Workplace ViolenceInterpersonal Stressor: Workplace Violence

• Higher incidence of workplace violence in Canada than in the U.S

• Severe distress after experiencing or observing violence

• Also stress from working in high-risk jobs

8 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Interpersonal Stressor: Workplace BullyingInterpersonal Stressor: Workplace BullyingInterpersonal Stressor: Workplace BullyingInterpersonal Stressor: Workplace Bullying

• Behaviour that degrades, ridicules or insults

• Victims experience stress and stress consequences

• Victims also experience increased absenteeism, impaired decision-making and work performance

9 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Role-Related StressorsRole-Related StressorsRole-Related StressorsRole-Related Stressors

• Role conflict– interrole conflict– intrarole conflict– person-role conflict

• Role ambiguity– uncertain task and social

expectations

• Work overload– Increased hours and

intensity© Photodisc. With permission.

10 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Task Control StressorsTask Control StressorsTask Control StressorsTask Control Stressors

Stress increases when employees lack control:

• How and when tasks are performed

• Pace of work activity

11 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Stressors in BC Logging IndustryStressors in BC Logging IndustryStressors in BC Logging IndustryStressors in BC Logging Industry

Ken Wiley (shown) and other

logging workers in British

Columbia have faced the

physical environment

stressors of dangerous work

for many years. Now, they

also face the organizational

stressors of change and job

insecurity.VancouverSun

12 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Additional Work StressorsAdditional Work StressorsAdditional Work StressorsAdditional Work Stressors

• Organizational– Due to reducing job

security and re-structuring

• Physical Environment– Due to excessive noise,

poor lighting and hazards

VancouverSun

13 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Work-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork Stressors

• Time-based conflict– due to business travel, inflexible and/or

rotating work schedules– for women -- still do most household chores

• Strain-based conflict – work stress affects home, and vice versa

• Role behaviour conflict – incompatible work and family roles

14 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

AccountantAccountant

ArtistArtist

Auto MechanicAuto Mechanic

ForesterForester

Low-StressOccupations

High-StressOccupations

Hospital managerHospital manager

Physician (GP)Physician (GP)

PsychologistPsychologist

School principalSchool principal

Police officerPolice officer

Tel. operatorTel. operator

Prime MinisterPrime Minister

Waiter/waitressWaiter/waitress

Stress and OccupationsStress and OccupationsStress and OccupationsStress and Occupations

Medium-StressOccupations

15 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

© Photodisc. With permission.

Individual Differences in StressIndividual Differences in StressIndividual Differences in StressIndividual Differences in Stress

• Perceive the situation differently

• Different threshold levels of resistance to stressor

• Use different stress coping strategies

16 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Type A/B and WorkaholismType A/B and WorkaholismType A/B and WorkaholismType A/B and Workaholism

• Type A/Type B behaviour patterns– Type A are hard-driving, competitive, more

prone to stress

• Workaholism– Stereotypic workaholics

– Enthusiastic workaholics

– Work enthusiasts

17 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Consequences of StressConsequences of StressConsequences of StressConsequences of Stress

BehaviouralBehavioural

PsychologicalPsychological

Work performance, accidents, absenteeism, aggression, poor decisions

Dissatisfaction, moodiness, depression, emotional fatigue

PhysiologicalPhysiologicalCardiovascular disease, hypertension, headaches

18 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Job Burnout ProcessJob Burnout ProcessJob Burnout ProcessJob Burnout Process

CynicismCynicism

Reduced EfficacyReduced Efficacy

Physiological,Physiological,

psychological,psychological,

and behaviouraland behavioural

consequencesconsequences

EmotionalEmotionalExhaustionExhaustion

Interpersonal andRole-Related Stressors

19 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Family-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life Initiatives

• Flexible work time

• Job sharing

• Telecommuting

• Personal leave

• Childcare facilities

© B. Gauthier, VancouverSun

20 Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved. McShane 5th Canadian Edition

Other Stress Management PracticesOther Stress Management PracticesOther Stress Management PracticesOther Stress Management Practices

• Withdrawing from the stressor– person-job matching– work breaks, days off, vacations, sabbaticals

• Changing stress perceptions– self-efficacy, self-leadership

• Controlling stress consequences– relaxation and meditation– fitness and wellness programs

• Social support– emotional and informational

.

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Work-Related Work-Related Stress and Stress Stress and Stress ManagementManagement

Work-Related Work-Related Stress and Stress Stress and Stress ManagementManagement

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