Published on

Primary Research done in HRM course. Talks about the Strength of personal Stress

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • {}
  • Stressors

    1. 1. HRM 370.1 Developing Management Skills Presented to: Jashim uddin (jdn) Group : 6
    2. 2. Structure of the Presentation Md. Abul Hasan Chowdhury Introduction Introduction Tasrif Khaled Tasrif Khaled Topic Review & Topic Review & Analysis Analysis
    3. 3. Structure of the Presentation Mohammed Mohammed Hasan Rabbani Hasan Rabbani Theoretical Theoretical Framework Framework Mahbub Mahbub Muctadir Muctadir Relevant Examples & Relevant Examples & Feedback, Primary Feedback, Primary Research Findings Research Findings Kashfia Kashfia Mahbub Mahbub Primary Research Primary Research Findings, Critical Findings, Critical Analysis & Conclusion Analysis & Conclusion
    4. 4. “Stressors could be an unique source for Managerial Skills based Change & Innovation”
    5. 5. Introduction Stress basically suggests the situation to work under pressure that causes body and mind to work at the fullest level. Workplace Stress is a natural phenomena in every organization. Stress is not only a negative force for counter productivity but also an unique source for work environment change & motivation. Stress can be a result of both positive and negative experience, and it is necessary part of our daily lives. “ A little bit of stress is good for you. “ - Warren Buffet
    6. 6. Topic Review & Analysis A situation may be stressful for someone but the same situation may be challenging for others. excessive job stress can adversely affect the emotional and physical health of workers. Job stress mirrors the developmental peaks and valleys in the employee’s career. (Veniga & Spradley, 1981: 196). Minimize employee stress is to clarify ambiguities, such as job assignments and responsibilities. (Arnold and Feldman, 1986)
    7. 7. Theoretical Framework
    8. 8. Relationship between Stress & Performance Optimum Stress P E R F O R M A N C E Area of Optimum Performance Low Stress Boredom High Stress Anxiousness Unhappines s STRESS LEVEL
    9. 9. Selye’s General Model of Stress Stage: 1 ALARM STRESSORS Anxiety Fear Sorrow Depression Confusion Stage: 2 RESISTANCE Stage: 3 EXHAUSTION Aggression Regression Repression Withdrawal Fixation Physical Psychological Interpersonal
    10. 10. Dealing with stressful situation: The four A’s Change the Situation Change the Reaction • Avoid the stressor. • Alter the stressor. • Adapt to the stressor. • Accept the stressor.
    11. 11. Relevant Examples & Feedbacks
    12. 12. G S K Example GlaxoSmithKline (GSK) is one of the most top pharmaceutical companies all over the worlds. They have 100,000 employees’ worldwide and 116 numbers of offices in several counties. GSK implemented a “Team Resilience” program for its employees and managers. GSK often arranges workshops for their employees to learn new assessments about workplace and train themselves to cover up with workplace stressors. In outcome, GSK’s productivity increasing rapidly and they are successfully reducing employee turn-over from their organization.
    13. 13. Primary Research Through Interview
    14. 14. Speech from the professionals:  Sayed Ahmed Wazid, Customer care and Service, Grameenphone, (Communication division).  Mr. Barun Kanti Saha, Senior Executive Vice President United Commercial Bank Ltd.,
    15. 15. Primary Research Through Survey
    16. 16. Research on Stress in Work Place EMPLOYER SURVEY ON STRESS Cause of Employer Stress Employees who say Yes/ Increased Employees who say NO/Decreased Employees who say Sometimes 5% Employees who say Don’t Know/Can’t Say 20% Increase of workplace stress The quality of your work suffered because of workplace stress Job satisfaction declined because of workplace stress Job description or list of official job changed in the past two years Level of control over your job The staffing levels in your work area or workplace Organizational Stress motivates you Stress can bring change in organization and in innovations 68% 52% 18% 10% 20% 29% 48% 3% 20% 65% 20% 0% 15% 55% 30% 15% 45% 30% 5% 20% 47% 20% 13% 20% 38% 15% 22% 25% 7%
    17. 17. Graphical Representation
    18. 18. Critical Analysis
    19. 19.  According to Lazarus &Folkman(1984) there are three key components involved in interactive model of stress. They only mentioned about fulfilling the demand but defining stress on the basis of these three points might not clear the definition, stress made up of many things.  Limitation in the model of Relationship between Stress & Performance: Optimum Stress is observed in high performance area. There is no specific explanation that why performing high is observed when there is a lot of stress.  Limitation in Hans Selye’s Model: A wide range of emotions may be associated with stress as mentioned in the Alarming Stage, including frustration, anger, anxiety, fear, apprehension and irritability. But people may change in a way that appears not to fit with their previous personalities. Apparently carefree people may become over-controlled and organized in organization and caring people may become indifferent
    20. 20.  GSK implemented a “Team Resilience program for employees which measures job-related stress and level of different pressures experienced by the work team. But in general there is no standard and accepted measure of stress, reflecting its multiple aspects, the variety of possible stressors and the part played by subjective appraisals.  According to Folkman and Lazarus (1980) direct measures of stress should logically and theoretically be related to the coping tasks posed by the stressor. For workaholics, time spent on leisure pursuits, length of working day, and number of tasks delegated to others could be relevant measures.  There is some limitation in our primary research. The survey that we have conducted may not give us the accurate result of stressors faced by corporate employees, because most of them do not revile true answer due to the privacy of the organization.
    21. 21. conclusion
    22. 22. c o n c l u s i o n We always treat stress very negatively but the effect of stress is not always negative, it also has positive effects and influences both in our personal life, as well as our organizational environment. but if the stress is in a moderate level the employees get motivated and feel better to work, and come up with high productivity. So, to manage the stress and keep it in a moderate level we follow some stress management strategy. stress is not always from negative aspect, instead, it also works as an unique source of changing work environment and ways toward innovation.
    23. 23. Thank You
    24. 24. Any Questions