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Chapter 9

Managing Stress AndThe Work-Life Balance

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Learning Objectives

Discuss the meaning and nature of work stress.

Describe how basic individual differences affectstress.

Identify and discuss several common causes of

stress.Identify and discuss several commonconsequences of stress.

Explain ways that individuals and organizations

can better manage stress.Describe work-life linkages and how they relateto stress.

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The Nature of Stress

Stress Defined Stress is a persons adaptive response to a

stimulus that places excessive psychological orphysical demands on that person.

The Stress Process

The General Adaptation Syndrome (GAS)describes three stages of the stress process:

Stage 1: Alarm Stage 2: Resistance

Stage 3: Exhaustion

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The General Adaptation SyndromeStage 1: Alarm

Alarm occurs when a person first encounters astressor. The person feels panic and wondershow to cope. The individual gathers strengthand begins to resist the negative effects of the

stressor.Stage 2: Resistance Often, the resistance phase ends the GAS.

Prolonged exposure to a stressor without

resolution may bring on Stage 3 of the GAS.Stage 3: Exhaustion At this stage, the person literally gives up and

can no longer fight the stressor.

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Figure 9.1 The General Adaptation System

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Eustress and Distress

Eustress The pleasurable stress that accompanies

positive events. For example, a person mayreceive a $10,000 bonus and experience

stress in deciding how to spend the money.

Distress

The unpleasant stress that accompanies

negative events.

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Individual Differences and Stress

Hardiness Is a persons ability to cope with stress.

People with hardy personalities have an internal locusof control, are strongly committed to the activities intheir lives, and view change as an opportunity for

advancement and growth.Optimism Is the extent to which a person sees life in relatively

positive terms.

Is the glass half empty or half full? In general, optimistic people tend to handle stress

better than pessimistic people.

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Figure 9.2Causes and

Consequences of Stress

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Common Causes of Stress:Organizational Stressors

Task Demands

Stressors associated with the specific job aperson performs. Some occupations are by

nature more stressful than others.

Physical Demands

Stressors associated with the jobs physical

setting, such as the adequacy of temperatureand lighting.

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Figure 9.3 Workload, Stress, and Performance

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Common Causes of Stress:Organizational Stressors

Role Demands Stressors associated with the role a person is

expected to play. Role ambiguity arises when a role is unclear.

Role conflict occurs when the messages and cuesconstituting a role are clear but contradictory ormutually exclusive.

Role overload occurs when expectations for the

role exceed the individuals capacity.Interpersonal Demands Stressors associated with group pressures,

leadership, and personality conflicts.

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Common Causes of Stress: LifeStressors

Life Change

Any meaningful change in a persons personalor work situation.

Too many life changes can lead to healthproblems.

Life Trauma

Any upheaval in an individuals life that altershis or her attitudes, emotions, or behaviors.

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Consequences of Stress: IndividualConsequences

Behavioral Consequences The behavioral consequences of stress, such as

alcohol abuse, may harm the person under stress orothers.

Psychological Consequences Psychological consequences relate to a persons

mental health and well-being.

Medical Consequences

Medical consequences affect a persons physical well-being.

Heart disease and stroke, among other illnesses, havebeen linked to stress.

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Consequences of Stress:Organizational Consequences

Performance One clear organizational consequence of too

much stress is a decline in performance.

Withdrawal The most significant forms of withdrawal

behavior are absenteeism and quitting.

Attitudes Stress can have a negative effect on job

satisfaction, morale, organizationalcommitment, and motivation to perform athigh levels.

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Consequences of Stress: Burnout

Burnout Is the general feeling of exhaustion that

develops when an individual

simultaneously experiences too muchpressure and has too few sources ofsatisfaction.

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Managing Stress in the Workplace

Given that stress is widespread and sopotentially disruptive in organizations,it follows that people and

organizations should be concernedabout how to manage it moreeffectively.

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Managing Stress in the Workplace[continued]

Individual coping strategies includeexercise, relaxation, time

management, role management, andsupportive groups.

Organizational coping strategies

include institutional programs andcollateral programs.

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Figure 9.4 Individual and Organizational Coping Strategies

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Work-Life Linkages

Fundamental Work-Life Relationships

Include relationships between dimensions of thepersons work life and the persons personal life.

Balancing Work-Life Linkages

Is difficult due to the dual demands of work and life. Important to recognize potential trade-offs in

advance.

Important to maintain a long-term perspective.

Important to decide what to value and what trade-offswill cost.