Presentation on stress and job performance

2. Performance and Organisational
stress
What is performance?
Performance is defined as an activity in which an
individual is able to accomplish successfully the
task/goal assigned, subject to normal constraint of
the reasonable utilisation of available resources.
(Jamal 1984).

3. Performance and Organizational
stress
Performance is defined as the outcomes and
accomplishments valued by the organization or system that
one works in.

5. INTRODUCTION
Each individual is exposed to a range of stressors
both at work and in their personal lives which
ultimately affect his or her performance.
Pressure at work can be positive leading to
increased productivity.
However, when this pressure becomes excessive it
has a negative impact. The individual perceive
themselves as being unable to cope and not to
possess the necessary skills to combat their stress.
Stress is acknowledged to be one of the main
causes of absence from work (Mead, 2000).

6. INTRODUCTION
• The occupational stressors can be categorized
into four major groups.
• Firstly, the working conditions, including shift
and week-end work, inadequate remuneration,
hours of work, discrimination and safety at the
work environment.
• Secondly, relationships at work including quality
of relationships with peers, subordinates and
supervisors.
• Thirdly, role conflict and ambiguity including ill-defined
role, functions, expectations, and duties.

7. INTRODUCTION
Fourthly, organization structure and climate which
includes communication policy and practice, major
changes in the workplace, culture of the
organization, and lack of participation in decision-making.
Another cause is career development
including under utilization of skills or failing to
reach full potential.
Another contributing factor is the nature of the job
which might amount to an immense amount of
physical and emotional exhaustion

8. Inverted-U Theory of Stress and Job
Performance
Job performance has studied in relation to
organisational stress and quite inconsistent findings
have emerged
Three types of relationships have emerged from findings:
Positive linear relationship
Negative linear relationship
Inverted U relationship.

9. Po s itive line a r re la tio nship :
In a positive linear relationship between stress and job
performance, stress is equated with challenge to be
treated as the occasion for constructive activity and
high performance.

10. Positive linear relationship

11. Po s itive line a r re la tio nship
 In a positive linear relationship between stress and job
performance, stress is equated with challenge to be treated as the
occasion for constructive activity and high performance.
 At low level of stress the individual faces little challenge, he would
not display an improved performance.
 At moderate level of stress, the individual is slightly aroused in the
terms of challenge, thus he/she is slightly expected to show
improved performance.

12. Po s itive line a r re la tio nship
At a high level of stress, the individual experiences substantial
arousal thus would be expected to display high improved
performance.

13. Ne g a tive line a r re la tio nship
A negative linear relationship between stress and performance implies
that stress is a noxious stimulus, aversive to most individuals.
Those facing stress would waste most of their energy in coping with
stress.
Their performance would be negatively affected.

14. Negative linear relationship

15. Inve rte d U Re la tio nship
It is evident that a high degree of stress results in decrease in the
level of performance.
Low levels of stress cause bored room and results in lack of
stimulation, motivation and challenge are associated with low levels
of performance.As level of stress the performance is higher.
A moderate degree of stress stimulates one to face challenge and is
necessary for higher level of performance. However a moderate stress
over a long period may prove more harmful than a short time high
level of stress.

16. STRESS AND JOB PERFORMANCE

20. Co p ing with s tre s s
C oping:
“Co p ing is us e d to d e no te the wa y o f d e a ling with
s tre s s o r e ffo rts to m a s te r c o nd itio ns o f ha rm ,
thre a t o r cha lle ng e ”.
“The p ro c e s s o f a na ly s is a nd e va lua tio n to d e c id e
ho w to p ro te c t o ne s e lf a g a ins t the d ive rs e e ffe c ts
o f a ny s tre s s o r a nd a s s o c ia te d ne g a tive o utc o m e ,
y e t to ta ke a d va nta g e o f its p o s itive o utc o m e s ”.

21. Stre s s c o p ing s tra te g ie s
Ind ividua l
O rg a nis a tio na l

22. Stre s s c o p ing s tra te g ie s
Individual and organizational stress coping strategies have been
further divided into 3 groups:
Stress reduction strategies
Stress resilience strategies
Stress recuperation strategies

23. Stre s s re duc tio n s tra te g ie s
Aims to decrease the number of stressors affecting a person.

24. Stre s s re s ilie nc e s tra te g ie s
Tries to increase the persons ability to endure stressors and not feel
the dysfunctional results.

25. Stre s s re c up e ra tio n s tra te g ie s
Aims to help the person bounce back from stress with methods that
are not physically harmful.

26. Ind ividua l Stre s s c o p ing
s tra te g ie s
Stre s s Re duc tio n s tra te g ie s :
Simple and effective planning
Time management
Delegation of authority
Development of network and social support
Choosing or altering the work environment

27. Ind ividua l Stre s s c o p ing
s tra te g ie s
Stre s s Re s ilie nc e s tra te g ie s :
Exercise
Good nutritional habits
Regular physical checkups

28. Ind ividua l Stre s s c o p ing
s tra te g ie s
Stre s s Re c up e ra tio n s tra te g ie s :
Me d ita tio n
Tra ns c e nd e nta l m e d ita tio n
Antig e nic tra ining
Bio fe e d ba c k
Pro g re s s ive re la x a tio n
Vip a s a na
Yo g a

29. Stre s s Re c up e ra tio n s tra te g ie s :
Diversion
Balanced work/non work lifestyle
Getting adequate rest
Going for vacations
Adopting a hobby
Participating in enjoyable activities

30. O rg a nis a tio na l s tre s s c o p ing
s tra te g ie s
Id e ntify a nd the n m o d ify o r e lim ina te wo rk
s tre s s o rs (Stress Reduction)
He lp e m p lo y e e s m o d ify the ir p e rc e p tio ns a nd
und e rs ta nd ing o f wo rk s tre s s (Stress Resilience)
He lp e m p lo y e e s to c o p e m o re e ffe c tive ly with
c o ns e q ue nc e s o f s tre s s (Stress Recuperation)

31. O rg a niz a tio na l s tre s s c o p ing
s tra te g ie s
Stre s s Re duc tio n Stra te g ie s :
Changes in wider organizational Environment:
This could be made through:
Struc tura l Re o rg a niz a tio n
Cre a ting a s up p o rtive o rg a niz a tio na l c lim a te
Re duc ing c o nflic t a nd c la rify o rg a niz a tio na l ro le s
Phy s ic a l wo rk c o nd itio ns a nd phy s ic a l la y o ut
O rg a nis a tio na l d e s ig ns

32. Stre s s Re duc tio n Stra te g ie s
Cha ng e s in na ture o f jo b:
Jo b re d e s ig n
Jo b e nla rg e m e nt a nd e nrichm e nt
Jo b c la rity

33. Stre s s Re s ilie nc e a nd
re c up e ra tio n Stra te g ie s
Tra ining
We llne s s p ro g ram
Co uns e ling a nd d e ve lo pm e nt p ro g ram s