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Stress mgmt
 
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Stress mgmt

Stress mgmt

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    Stress mgmt Stress mgmt Presentation Transcript

    • Occupational Stress
      • Definition
      • Importance
      • Theories of stress
      • The model
      • - causes
      • - consequences
      • - solutions
    • Some Stress Facts
      • Second biggest occupational health problem
      • Affects 1 in 3 employees (41.2 million)
      • Costs €20 billion per year
    • Stress
      • … .A force which acts on a body, setting up strains within it according to its load-carrying capacity, flexibility and tolerance .
    • Stress
      • An adaptive response (moderated by individual
      • differences) that is a consequence of any action,
      • situation or event which places special demands
      • on a person
      • MEDIATING FACTORS
      • IMPORTANCE
      • UNCERTAINTY
      • DURATION
      • PERFORMANCE
      STRESS *CONTROLABILITY*
    • P-E FIT
      • Individual Organisational
      • Goals Goals
      • Never completely compatible because :
      • Ineffective selection
      • Organisational socialisation
      • Both sets of goals change
      • Individual unique  complex
    • GENERAL ADAPTATION SYNDROME
      • ‘ Psychophysiological’ response
      • STAGE 1 STAGE 2 STAGE 3
      • Alarm Resistance Exhaustion
      • normal level
      • of resistance
      Stage 1 Stage 2 Stage 3
    • Stress C osts €€€€
      • Industrial accidents
      • Illness – lost days
      • Poor decision making
      • Reduced creativity
      • Increased labour turnover
    • ORGANISATIONAL STRESS MODEL
      • MODERATIONS
      • Personality – type A/B – social support
      • WORK STRESS CONSEQS
      • physical enviro EXPERIENCE - individual
      • Individual - organisation
      • Group
      • Organisation
      • PREVENTION & MANAGEMENT
      • -P-E fit
      • organisation programmes
      • Individual approaches
    • Stress
      • CAUSES CONSEQUENCES
      • TASK DEMANDS  INDIVIDUAL
      • PHYSICAL DEMANDS 
      • ROLE DEMANDS  ORGANISATIONAL
      • INTERPERSONAL 
    • More on causes…
      • Lack of control
      • Monotony
      • Tight deadlines
      • Working at high speed
      • Exposure to violence, bullying etc.
      • Hazardous working conditions
    • Underload – Overload Continuum
      • OPTIMAL PERFORMANCE
      • Motivation - Energy
      • Sharp perception - Calmness
      • low performance low performance
      • UNDERLOAD OVERLOAD
      • Boredom insomnia
      • Motivation irritability
      • Absenteeism errors
      • Apathy indecisiveness
    • Health implications
      • Heart disease
      • Stroke
      • Cancer
      • Musculoskeletal diseases
      • Gastrointestinal diseases
      • Anxiety & depressive disorders
      • Accidents & suicide
    • Organisational implications
      • Absenteeism
      • Turnover
      •  turnover
      •  productivity
      • Poor safety
      •  staff compensation claims
      •  morale
      •  creativity
    • TYPE A/B (Friedman & Rosenman 1950’s)
      • Type A Type B
      • Behaviours Competitive Less
      • Ambitious Less
      • Aggressive Assertive
      • High devotion Less
      • Time Urgent Relaxed
      • Speaks fast Slow/clear
      • Anxious Confident
      • Consequences I ncidence heart problems
      • Blood pressure & Cholesterol
      • Concern about health
    • THE SOCIAL READJUSTMENT RATING SCALE (Holmes & Rahe, 1967)
      • Kobasa (1982) ‘HARDINESS’ (mediating factors)
      • Internal Locus Treat change
      • of control as challenge
      • Highly committed
    • BURN-OUT
      • Unrelieved work stress  emotional exhaustion, depersonalisation &
      • feelings of reduced accomplishment.
      • Requires high degree of involvement
    • Burn-out
      • ORGANISATIONAL CONTRIBUTORY
      • FACTORS
      • WORK OVERLOAD
      • EXCESSIVE BUREAUCRACY
      • POOR COMMUNICATION & FEEDBACK
      • ROLE CONFLICT/AMBIGUITY
      • DEAD-END JOBS
    • Evaluate the risks
      • Do employees have a say in work
      • Relationships
      • Managing change
      • Employment security
      • Clarify roles
      • Support & training
    • Prevention v’s Management
      • Control/eliminate stressors or help cope effectively.
      • Maximise P-E Fit through effective:
      • - Recruitment
      • - Selection
      • - Induction
      • - Job design
      • - Flexible job descriptions
      • - Effective communication
      • - Fair rewards
    • 2. Employee Assistance Programs
      • Diagnosis – ‘experts’ define problem
      • Treatment – counselling/support
      • Screening – monitoring people in highly stressful jobs
      • Prevention – education & training
    • 3. Health Promotion Programs
      • Blood pressure monitor & control
      • Smoking cessation
      • Physical fitness
      • Diet & nutrition
      • Relaxation
    • 4. Individual Approaches
      • Cognitive – response to stress is mediated by cognitive processes (alter cognitive process  alter response)
      • Relaxation – e.g Transcendental Mediation
      • Biofeedback