1.
STRESS
MANAGEMENT
ORGANIZATIONAL
JUSTICE AND SOCIAL
RESPONSIBILITY

2.
STRESS
MANAGEMENT

3.
WHAT IS STRESS?
 A dynamic condition in which an individual is
confronted with an opportunity, constraint, or
demand related to what he or she desires and
for which the outcome is perceived to be both
uncertain and important.
 Although stress is typically discussed in a
negative context ,but it also has a positive
value.
 It is an opportunity when it offers potential
gain. For e.g. An athlete or a stage
performer use stress positively to rise to the
occasion and perform at their maximum.

4.
TYPES OF STRESS-

5.
FIGHT OR FLIGHT MODEL OF
STRESS

6.
 The fight-or-flight response was first
described in the 1920s by American
physiologist Walter Cannon.
 The fight-or-flight response, refers to a
physiological reaction that occurs in the
presence of something that is terrifying,
either mentally or physically. The response is
triggered by the release of hormones that
prepare your body to either stay and deal
with a threat or to run away to safety.
 While the fight-or-flight response happens
automatically, that does not mean that it is
always accurate. Sometimes we respond in this
way even when there is no real threat. For
ex:- Phobias .

7.
POTENTIAL SOURCES OF STRESS

8.
• Environmental Factors
– Economic uncertainties of the business cycle.
– Political uncertainties of political systems.
– Technological uncertainties of technical innovations.
• Organizational Factors
– Task demands-relayed to a person's job. Design of the
job, working conditions, physical work layout.
– Role demands-pressures placed on a person as a
function of the particular role he/she plays in the
organization.
– Interpersonal demands-pressures created by other
employees. Lack of social support, poor interpersonal
relationships.
• Personal Factors
– Family and personal relationships.
– Economic problems from exceeding earning capacity.
– Personality problems arising from basic disposition.

9.
INDIVIDUAL DIFFERENCES
 Perception: layoffs may cause one person to
fear losing his job, while another sees an
opportunity to get a large severance allowance
ands starts her own business; So stress
potential doesn’t lie in objective conditions;
rather it lies in an employee's interpretation
of those conditions.
o Social support: collegial relationships with
superiors or co-workers can buffer the impact
of stress.
o Personality: deals with workaholics.

10.
CONSEQUENCES OF STRESS

11.
THE PROPOSED INVERTED-U RELATIONSHIP
BETWEEN STRESS AND JOB PERFORMANCE.

12.
MANAGING STRESS
• TIME MANAGEMENT
• PHYSICAL EXERCISE
• RELAXATION TRAINING
• SOCIAL SUPPORT
INDIVIDUAL
APPROACH
• SELECTION AND PLACEMENT
• GOAL SETTING
• PARTICIPATIVE DECISION MAKING
• JOB REDESIGN
• ORGANIZATIONAL
COMMUNICATION
• WELLNESS PROGRAM
ORGANIZATIONAL
APPROACH

13.
INDIVIDUAL APPROACH
 TIME MANGEMENT: an understanding and utilization
of basic time management principles can help
individuals better cope with job demands.
 PHYSICAL EXERCISE: on competitive exercises like
aerobics, jogging, swimming, riding bicycle have long
been recommended by physicians as a way to deal
with excessive stress levels.
 RELAXATION TRAINING: individuals can relax
themselves using techniques like meditation, hypnosis,
and biofeedback. the objective is to reach a state of
deep relaxation where once feel deeply relaxed
somewhat detached from immediate environment.
 SOCIAL SUPPORT: to talk to family, friends, co-
workers about oneself in order to de-stress.

14.
ORGANIZATIONAL APPROACH
 SELECTION AND PLACEMENT: individuals with
little exp. or external locus of control tend to be
more stress-prone. selection and placement
decisions should take theses facts into
consideration.
 GOAL SETTING: the use of goals can reduce
stress as well as provide motivation. Also goals
feedback can remove uncertainties as to actual
job performance.
 PARTICIPATIVE DECISSION MAKING: by giving
the employees a voice that directly affects their
decisions , management can improve employee
control and can remove this role stress.

15.
 JOB REDESIGN: redesigning jobs to give
employees more responsibility, more autonomy,
more meaningful work and increased feedback can
help to reduce stress level.
 ORGANIZATIONAL COMMUNICATION:
management can use effective methods of
communication to shape an employee's perception.
 WELLNESS PROGRAM: theses programs focus on
the employees physical as well as mental
conditions. Organizations can help by organizing
workshops in order to help them quit smoking,
lose weight, eat better and have a healthy life.

16.
CASE STUDY
SOURCE : HTTPS://WWW.RESEARCHGATE.NET/PUBLICATION
In this case, the Calibra Net Informatics Ltd has been
considered; this company was established in 2004. Due to
the innovative technological solutions, the company has
been doing very well and despite of the economic crisis in
2009, its profit was continuing to increase. When the
company has to enhance its performance, increase its
productivity and goodwill, then it is obvious that the
employees have to work hard and be motivated towards
their work. The technical managing director in this
company worked so hard that symptoms of stress and
fatigue could be easily observed on her. Not only the
technical managing director, but the other employees of
the company also worked so hard that they started
developing health problems and began taking a sick leave
from work. Positive factors were that there was a strong
correlation between the employees and absence of
disputes and conflicting situations (Kirchner & Wolfling,
n.d.).

17.
The fact became clear that this company did not manage
stress management, there was lot of pressure of work upon
the technical managing director and it was not divided
amongst all the other employees, the tasks were overlapping
amongst the heads of departments; hence, stress and tension
mainly arose due to indistinguishable capacity of tasks and
duties. In order to effectively deal with these kinds of
stressful situations, a workshop was conducted that
emphasized and clearly disclosed the problems. Through a
video analysis, the stress factors became visible and known
to all the employees and employers and it is understood that
all the problems and difficulties were arising from the
inappropriate organizational structure. The company planned
to organize another workshop to analyze the problems and
find their solutions, stress management trainings were
organized and then after half a year outcomes were
measured; the profitability began to increase again, number
of sick leave days dropped back to half, work satisfaction
questionnaire depicted good results, and in this way stress
management proved to be flourishing and sustainable.

18.
ORGANIZATIONAL
JUSTICE

19.
o Organizational justice refers to employees’
perception from justice and fair behaviors.
o It studies that how to behave with employees so
that they feel they have been treated fairly.
o Organizational justice mainly concentrates on
the workplace’s fairness which influences
numerous organizational and individual work-
related factors like turnover intentions,
absenteeism, job satisfaction, organizational
commitment, role breadth, job performance,
leader-member exchange, trust, leadership and
job satisfaction.
ORGANIZATIONAL JUSTICE

20.
EQUITY THEORY
 Also known as Adams’ Theory of Justice, it was
published in 1965 by John Stacey Adams.
 Adams' Equity Theory calls for a fair balance to
be struck between an employee's inputs (hard
work, skill level, acceptance, enthusiasm, and so
on) and an employee's outputs (salary, benefits,
intangibles such as recognition, and so on).
 Adams' Equity Theory states that positive
outcomes and high levels of motivation can be
expected only when employees perceive their
treatment to be fair.

21.
Compare
• Effort
• Experience
• Education
• Salary
• Increment
• Recognition
=
Equity
results
happiness
>
Inequity as
under
rewarded
(Goodman P.S., 1974, RonanS,1986)
Individuals compare their job inputs
& outcomes with those of others
andthen respond to eliminate any
inequities
Sad
<
Inequity as
Over
rewarded
Guilty Happy

22.
 Employees perceive what they get from a job
situation (salary levels,raises,recognition)in
relationship to what they put into
it(effort,experience,education,competence)and
then they compare their outcome-input ratio
with that of relevant others.

23.
 CASE1: When we see the ratio as unequal and
we feel unrewarded, we experience equity
tension that creates anger.
 CASE2: If we perceive our ratio to be equal
to that of the relevant others with whom we
compare ourselves, a state of equity exists;
we perceive that our situation is fair and
justice prevails.
 CASE3:when we see ourselves over rewarded,
tension creates guilt.
 **Adams proposed that this negative state of
tension provides the motivation to do
something to correct it.

24.
THE REFERENT AN EMPLOYEE SELECTS ADDS TO
THE COMPLEXITY OF EQUITY THEORY.
THERE ARE FOUR REFERENT COMPARISONS-

25.
MODERATING VARIABLES
 Moderating variables are :
1. Gender: Women are typically paid less than men in
comparable jobs and have lower pay expectations
than men for the same work.
2. Length of tenure: Employees with short tenure in
their current organizations tend to have little
information about others inside the organization, so
they rely on their personal experiences. Employees
with long tenure rely more heavily on co-workers
for comparison.
3. Level in the organization, amount of education or
professionalism: Upper-level employees, those in
the professional ranks, and those with higher
amounts of education tend to have better
information about people in other organizations and
will make more other–outside comparisons.

26.
CHOICES IN CASE OF INEQUITY
 Based on equity theory, employees who perceive
inequity will make one of six choices:
1. Change inputs (exert less effort if underpaid or
more if overpaid).
2. Change outcomes (individuals paid on a piece-rate
basis can increase their pay by producing a
higher quantity of units of lower quality).
3. Distort perceptions of self (“I used to think I
worked at a moderate pace, but now I realize I
work a lot harder than everyone else.”).
4. Distort perceptions of others (“Mike’s job isn’t as
desirable as I thought.”).
5. Choose a different referent (“I may not make as
much as my brother-in-law, but I’m doing a lot
better than my Dad did when he was my age.”).
6. Leave the field (quit the job).

27.
TYPES OF ORGANIZATIONAL
JUSTICE.

28.
DISTRIBUTIVE JUSTICE
o Distributive justice is the workers’ perception
in the fairness of outcomes such as monetary
rewards obtained by the workers from the
organization.
o Distributive justice is related specifically to
the results of decisions on distribution.
o It includes:
Equity:
Rewarding
employees
based on
their
contributions.
Need:
providing a
benefit based
on one’s
personal
requirements
Equality:
providing
similar
Employees
roughly the
Same
compensation.

29.
PROCEDURAL JUSTICE
o Procedural Justice is concerned with the fairness of
the decision process leading to a particular outcome.
o Procedural justice is the perception of equity
regarding rules and regulations applied in the
process of rewarding or punishing.
o For example, Greenberg(1994) found that smokers
more strongly accepted a smoking ban when they
felt they had been given thorough information about
the change of policy, in a socially sensitive manner.
o Two key elements of procedural justice are-
1. Process control (opportunity to present your point of
view about desired outcomes to decision makers)
2. Explanation (clear reasons management gives for the
outcome)

30.
VOICE PRINCIPLE
 This principle states that people’s perceptions of
procedural justice are likely to be enhanced if
they are given the opportunity to present
information and voice their concerns before
decisions are taken.
 Simple activities such as managers lunching with
lower level colleagues or operating open door
policies, can enhance the feeling among employees
that they are being listened to.
 Other more direct initiatives promoting the voice
principle might include suggestions schemes ,
empowerment programs, appeal processes and
participative management.

31.
DETERMINANTS OF PROCEDURAL
JUSTICE
 Consistency: The same allocations are made across
persons, situations and time. This would mean, for
example, that standard criteria are in place for
contract terminations and employees are never
dismissed ‘on a whim’.
 Neutrality: Decisions are based on facts, not on
vested interests or personal feelings of the decision
maker. Multiple information sources will help to
create a comprehensive and objective view of a
situation.
 Accuracy: The information used to formulate and
justify the decision is up to date and correct.
Hearsay must be validated and HR policies read up on
before either is quoted in a formal situation.

32.
DETERMINANTS OF PROCEDURAL
JUSTICE(CONT.)
 Correctability: Provisions exist for challenging
and/or reversing ill‐advised decisions, such as
grievance or appeal procedures.
 Representativeness: All those whom the outcome
will affect have their concerns taken into
account. This would mean, for example,
consulting both smokers and non‐smokers about
the implementation of a smoking ban, and
considering viable compromises for those whom
it will inconvenience.
 Morality and ethicality: Age, gender, nationality
and other extraneous factors have no bearing on
the decision that is made.

33.
INTERACTIONAL
JUSTICE
 Interactional justice describes an individual's
perception of the degree to which she is treated with
dignity, concern and respect.
 When people are treated in an unjust manner(at least
in their own eyes),they retaliate (for e.g. bad
mouthing a superior)
 Interactional justice is considered as key aspect in
workplace settings because of its relationship with
unfair and fair treatment.
“The interpersonal treatment employees receive from
decision makers and the adequacy with which the formal
decision making procedures are explained”

34.
KEY ASPECTS OF
INTERACTIONAL JUSTICE
 Truthfulness: Information that is given must be
realistic and accurate, and presented in an open
and forthright manner.
 Respect: Employees should be treated with
dignity, with no recourse to insults or
discourteous behavior.
 Propriety: Questions and statements should
never be ‘improper’ or involve prejudicial
elements such as racism or sexism.
 Justification: When a perceived injustice has
occurred, giving a ‘social account’ such as an
explanation or apology can reduce or eliminate
the sense of anger generated.

35.
TEMPORAL JUSTICE
o Temporal justice in an organization is
concerned with “the fair distribution of time”.
o Organizations must distribute work time evenly
across employees irrespective of them being
single or married, part time students or
working full time
IT INCLUDES:
Marital Time:
Time spent with
spouse and
children.
Personal Time:
Time spent with
friends, gym,
hobbies, sleep and
effect of working
time on personal
time.
Office
Time/Late
Sittings:
Extra time spent
for work in office
after office hours.

36.
RESPONSES TO INJUSTICE
 Turnley and Feldman (1999) summaries four
possible responses to dissatisfaction that
might apply to employees who feel they have
been unjustly treated:
 exit behaviors (negative/active) e.g. leave the
organization
 withdrawal behaviors (negative/passive) e.g.
reduce one’s efforts
 voice behaviors (positive/active) e.g. file a
grievance
 loyalty behaviors (positive/passive) e.g. ignore or
try to rationalize the injustice.

37.
HANDLING RESPONSES TO
INJUSTICE
 Organizations should be prepared to take both an
anticipatory and retrospective approach to injustice, as
follows:
 Revise systems and procedures to eliminate the potential
for gross injustices altogether. Many organizations will
already have a basic set of HR policies in place that are
intended to promote fairness: for example, the
standardized salary scales and development programs
mentioned previously.
 To have an open information share network about how
allocations decisions are made, follow consistent and
unbiased procedures and engage in similar practices to
increase the perception of procedural justice.
 When addressing perceived injustice managers need to
focus their actions on the source of the problem.

38.
SOCIAL
RESPONSIBILITY

39.
SOCIAL RESPONSIBILITY
 According to Keith Davis, the term “social
responsibility” refers to two types of business
obligations:
 The socio-economic obligation
 The socio-human obligation
 Social responsibility is the idea that the
business should balance profit-making
activities with activities that benefits society.

40.
DIFFERENT VIEWS ON SOCIAL
RESPONSIBILITY
 Communist view: Communists hold that free
industrial civilisation is not good because its values
are of the wrong order. Business has been
concerned with only material gain. Economic
expediency is taken to be the sole criterion of
decision. Therefore, business is devil.
 Capitalist view: This view holds that economic
expediency alone is just a standard for business
decisions and that business has an unbridled and
an uncontrolled right to make money free from all
sorts or social responsibilities. In short, managers
should focus on what they know best: how to make
profit.

41.
 Pragmatic view: This view acknowledges the
importance of profits but simultaneously stresses
for social responsibility. It holds that a company
cannot make a social contribution if it is not
profitable. Profits are the test of the efficient
functioning of a business enterprise.
 Trusteeship view: This view advocates the
retention for personal use of so much as is
necessary for an honourable livelihood, no better
than that enjoyed by million others, and the
utilisation of the rest for the welfare of the
community. Its slogan is enjoy thy wealth by
renouncing it.

42.
SOCIAL RESPONSIBILITIES OF
BUSINESS TOWARDS DIFFERENT
GROUPS
TOWARDS THE CONSUMER
AND THE COMMUNITY
TOWARDS EMPLOYEES AND
WORKERS
TOWARDS SHAREHOLDERS
AND OTHER BUSINESSES
TOWARDS THE STATE

43.
 TOWARDS THE CONSUMER AND THE
COMMUNITY
 Production of cheap and better quality goods and
services by developing new skills, innovations and
techniques.
 Deciding priorities of production in the country’s interest
and conserving natural resources.
 Honouring contracts and following honest trade
practices.
 Preventing the creation of monopolies.
 Providing for after sale services.
 Supporting education, slum clearance, etc.
 Towards shareholders and other businesses
 Promoting good governance through internal
accountability and transparency.
 Fairness in relations with competitors.

44.
 Towards employees and workers
 A fair wage to the workers.
 Just selection, training and promotion without
discrimination.
 Good human relations.
 Freedom, self-respect and self-actualisation.
 Social security measures and good quality of work life.
 Providing opportunities for creativity and innovation.
 Towards the state
 Shunning active participation in and direct identification
with any political party.
 Observing all the laws of land which may have the
following objectives:
 To enforce distributive justice
 To allocate limited resources according to social
priorities
 To provide safeguard against errant business practices
 To provide direction to the economic and business life of
the community.

45.
SOCIAL AUDIT
 A social audit is a systematic study and
evaluation of the organisation’s social
performance as distinguished from its
economic performance.
o The term “social performance” refers to any
organisational activity that effects the
general welfare of the society

46.
 Benefits:
 It supplies data for
comparison.
 It develops a sense of
social awareness among
employees.
 It provides data about
the cost of social
programmes
undertaken.
 It provides information
for effective response
to external groups
which make demands on
the organisation.
 Limitations:
 They are difficult
to measure.
 Their classification
under good or bad
is not universally
accepted.
 Most of them occur
outside the
organisation, making
it difficult for the
organisation to
secure data from
these outside
sources.

47.
CASE STUDY
SOURCE : DEARCADBURY.COM & SCTIBD.COM
 In India, Cadbury began its operations in 1948 by
importing chocolates. After 60 years of existence, it
today has five company-owned manufacturing facilities at
Thane, Pune and Malanpur (Gwalior), Bangalore and Baddi
(Himachal Pradesh) and4 sales offices (New Delhi,
Mumbai, Kolkata and Chennai).
CSR activities at Cadbury India
Commitment to the Environment-
 Migratory birds stop over at their Bangalore
factory
 Pioneering cocoa cultivation in India
 Bangalore factory: the sun shines at
night« Acknowledged as 'Preserver of
Environment’
 Use of solar panels to light the streets outside
the factory during the night.

48.
 Growing Community Value-
 Non-formal school set up by Cadbury for children of
migrant workers in Baddi(HP) in association with an
NGO called SAHYOG.
 Cadbury is in a tie-up with Bharti-Walmartto support
education needs of underprivileged children.
 Sarvam Program-
Working in partnership with a local charity on a five-
year project, Cadbury is contributing to the
redevelopment of two villages in the costal region of
Pondicherry.
 Cadbury India has partnered with Vatsalya Foundation,
an NGO working with underprivileged street children
in Mumbai.
 Cadbury India supports the building of a Neo-natal
ward-
Supported to build this ward at the Thane
Municipal Hospital.
 Gurikha Project-
Gurikhais a village adopted by Cadbury India.