This document discusses job stress and ways to manage it. It begins by outlining various sources of job stress like excessive workload, unclear expectations, and poor workplace relationships. It then describes the physical, emotional, and behavioral symptoms of stress as well as its long term health effects. Finally, it provides strategies for reducing stress at both the organizational level, such as ensuring reasonable workloads and defining roles clearly, and individual level, including exercise, relaxation techniques, and changing negative thought patterns.

1. Maslows Hierarchy of Needs

3. Job Stress Management

4. STRESS Stress is a psychological and physiological response to events that upset our personal balance in some way. These events or demands are known as stressors.

5. Research findings from WHO (World Health Organization)40% of workers reported their job was very or extremely stressful.25% view their jobs as the number one stressor in their lives.Job stress is more strongly associated with health complaints than financial or family problems.25% have felt like screaming or shouting because of job stress,10% are concerned about an individual at work they fear could become violent. 9% are aware of an assault or violent act in their workplace and 18% had experienced some sort of threat or verbal intimidation

6. Research Findings 19% had quit a previous position because of job stress 26% have been driven to tears because of workplace stress. 62% routinely find that they end the day with work-related neck pain.44% reported stressed-out eyes.38% complained of hurting hands 34% reported difficulty in sleeping because they were too stressed-out. 12% had called in sick because of job stress.

7. Work Place StressWorkplace stress has a negative impact on the business as well as on the individual employee. The increase in job stress creates emotional, financial, and safety concerns for employers and managers The World Health Organization labeled stress a “worldwide epidemic.” Today, workplace stress is estimated to cost companies more than $300 billion a year in poor performance, absenteeism and health costs.

8. Factors that Lead to Job StressSpecific work factorsExcessive workload.Tedious or meaningless tasks.Long hours and low pay.Infrequent rest breaks.Unreasonable performance demandsPhysical environmentNoise and overcrowding.Poor air quality.Ergonomic problems.Health and safety risks (heavy equipment, toxic chemicals).

9. Organizational practicesUnclear responsibilities or expectations.Conflicting job demands.Multiple supervisors.Lack of autonomy or participation in decision-making.Inefficient communication patterns.Lack of family-friendly policiesHazardous or morally-peace believerCareer DevelopmentOver Promotion.Under Promotion Lack of Job SecurityThwarted ambition.

10. Workplace changeFear of layoff.Frequent personnel turnover.Lack of preparation for technological changes.Poor chances for advancement or promotion.Tensions brought about by greater workplace diversity.Interpersonal Relationships

11. Interpersonal RelationshipsDistant, uncommunicative supervisors.Poor performance from subordinates.Office politics, competition, and other conflicts among staff.Bullying or harassment. Problems caused by excessive time away from family.Role ConflictRole AmbiguityIndifferent AttitudeRole Overload

12. Sources of Occupational or Job stressJob related stressors Environment specificEconomic conditionsIncreased level of competitionsMarket changesTechnological changesChanges in the production and productsNew forms of organization and product developmentDrive for greater cost –effectiveness networks.MultinationalGeneral public concerns for the environment

13. Organizational SpecificChanges with in the organizationReorganizationsLayoffsOrganizational structureOrganizational culture, climateMergers, acquisitions and similar changes of the company ownershipWork force diversityReward systemsPromotional policiesJob securityLeadership style

14. Job SpecificPressure to work for long hoursJob characteristicsConflicting job demandsUnclear job expectationsPressure of responsibilityTime pressuresLack of resources to perform jobLack of informationLack of collaborationRelationships with subordinatesWorking conditionsInsufficient trainingWork overloadPoor fit between abilities and skills

15. Individual – Related Stressors.Individual CharacteristicsPersonality traitsDemographic characteristicsCoping skills.Individual life circumstances Work/life conflictFamily problemsPersonal problemsSocial problemsFinancial difficulties.

16. 85% of companies have undergone at least one change in the last 5 years. London, 15 October 2010 – 85% of companies have undergone at least one major strategic change in the past five years, according to a survey of more than 480 European Human Resources and Change Communications decision makers at leading multinational companies.In addition, more than half of respondents (51%) said they expected more changes over the next two years – suggesting that companies will need to prepare their employees for further upheavals. The top three changes expected in 2011 and 2012 are:Organizational restructuring, predicted by 27% of companies, which would occur regardless of whether previous restructurings had already taken place New strategic direction driven by the organisation, predicted by 22% Downsizing, predicted in almost one in five companies

17. 3. A Desire to Please PeopleThe worker relies on favorable opinions and input from others as a basis for building self-esteem.The worker fears he or she may disappoint othersThe worker cares more about others' needs than his or her own.The worker avoids communications and actions that would displease others.4. A Need to be Perfect (Perfection)The worker feels under pressure to achieve.The worker is highly self-critical.The worker feels a job well done could have been done even better.

18. Signs and Symptoms of stressIntellectual Symptoms(How stress can affect the Mind)Memory problems. Difficulty making decisions. Inability to concentrate.Confusion. Seeing only the negative.Repetitive or racing thoughts. Poor judgment.Loss of objectivity.Desire to escape or run away

19. Emotional Symptoms:( How stress can make us feel)Moody and hypersensitive.Restlessness and anxiety.Depression.Anger and resentment.Easily irritated and “on edge”. Sense of being overwhelmed.Lack of confidence.

20. Physical Symptoms: (How stress can affect the Body)Headaches. Digestive problems. Muscle tension and pain.Sleep disturbances. Fatigue.Chest pain, irregular heartbeat. High blood pressure. Weight gain or loss.Asthma or shortness of breath. Skin problems.Decreased sex drive.

21. Behavioral Symptoms: (How stress can affect the Behavior)Eating disorder. Sleeping too much or too little.Isolating self from others.Neglecting the responsibilities.Increasing alcohol and drug use. Nervous habits (e.g. nail biting, pacing).Teeth grinding or jaw clenching.Overdoing activities such as exercising or shopping.Losing the temper.Overreacting to unexpected problems.

22. Long term effects of stress Recent research suggests that anywhere from two-thirds of illness is stress-related. some of the health problems that can be caused or exacerbated by long-term stress.Health Problems Linked to long term StressHeart attack, Cancer, Stroke, Ulcers,Depressions,Eating disorders, Obesity,Memeory loss,Thyroid problems

23. Consequences of occupational stress can be grouped into those on 1.Individual level . 2.Organizational level. On the individual level, There are three main subgroups of strains:1.Unwanted Feelings and Behaviours 2.Physiological Diseases (Poor Physical Health) 3. Psychological Diseases (Poor Emotional (Mental) Health)

24. 1.Unwanted Feelings and Behaviors – Job dissatisfaction.Lower motivation.Low employee morale.Less organizational commitment,.Lowered overall quality of work life.Absenteeism, turnover.Intention to leave the job,Lower productivity, decreased quantity and quality of work.Inability to make sound decisions.

25. 2.Physiological Diseases(Poor Physical Health) such as increased blood pressure and pulse rate, cardiovascular diseases, high cholesterol, high blood sugar, insomnia, headaches, infections, skin problems, injuries and fatigue.

26. 3. Psychological Diseases (Poor Emotional (Mental) Health) –1.Psychological distress, depression, anxiousness.2.Passiveness, Aggressiveness.3.Boredom, lose of self-confidence and self-esteem.4.Lose of dissatisfaction with job and live, losing of contact with reality and emotional fatigue.

27. On the Organization level,Consequences of Occupational or Job Stress can be Grouped into two Major subgroups. 1 .Organizational factors 2 . Organizational Costs.

28. 1.Organizational factors -1.Such as discontent and poor morale among the workforce. 2.Performance/productivity losses, low quality products and services. 3.Poorer relationships with clients, images and reputation, missed opportunities.4.Disruption to production, high accident and mistakes rates, high labor turnover.5.Loss of valuable staff, increase sick-leave, permanent vacancies, premature retirement.6.Diminished cooperation, poor internal communications, more internal conflicts, and dysfunctional workplace climate.

29. 2.Organizational Costs:- 1.Such as cost of reduced performance, productivity (lack of added value to product and /or service), 2.High replacement costs in connection with labor turnover (increase in recruitment, training and retraining costs), 3.Increases sick pay, increased health-care costs and disability payments, 4.Higher grievance and litigation/compensation costs, and costs of equipment damage.

30. Physical Factors affecting the Job Stress.

31. Organizational factors affecting Job stress

32. Job Demand factors affecting Occupational or Job stress

33. Job role factors affecting Occupational or Job stress

34. COPING WITH STRESSSTRESS MANAGEMENT &STRESS REDUCTION-TECHNIQUES

35. Approach to reduce stressStress on the job creates high costs for businesses and institutions, reducing morale, productivity, and earnings. Clearly, it is in every employer’s best interests—fiscal and otherwise—to reduce workplace stress as much as possible.

36. Organizational approach Organization can foster low levels of job stress and high levels of productivity:Organization level to Reduce Job StressImprove communication Consult your employees Offer rewards and incentives Cultivate a friendly social climate

37. Employees can reduce job stressWhile organizational change comes from management, there are still many things employees—individually or collectively—can do to reduce workplace stress.Stand Up for YourselfGet a job description Change your job Get support Get a new job

38. Approaches to Reduce StressChange of life style habits to Manage Stress betterGet enough sleep Connect with others: Exercise regularly Eat a balanced, nutritious diet Reduce caffeine and sugar Do something for yourself everyday

39. Change of thinking and emotional responses to handle stress betterHave realistic expectations Reframe problemsMaintain your sense of humorExpress your feelings instead of bottling them up Don’t try to control events or other people

40. Meet the challenges of stressful situationsManage time Give priority to the most important tasks and do those first Schedule time for both work and recreation Delegate tasks and break up big projects

41. Stress Relief:Yoga, Meditation, and Other Relaxation TechniquesBreathing exercises relieve stressMeditation to Relieve StressYoga help with stress relief

42. How to Change the Organization to Prevent Job StressEnsure that the workload is in line with workers' capabilities and resources.Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.Clearly define workers' roles and responsibilities.Give workers opportunities to participate in decisions and actions affecting their jobs.Improve communications-reduce uncertainty about career development and future employment prospectsEstablish work schedules that are compatible with demands and responsibilities outside the job.

43. Preventing Job Stress - Getting StartedSTEPS TOWARDS PREVENTIONStep 1 - Identify the Problem. Step 2 - Design and Implement Interventions. Step 3 - Evaluate the Interventions.

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