Work Stress - MBA Organisational Behaviour Seminar
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Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B., Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia “The Retention Bonus? Time,” S. Greenhouse, The New York Times(January 8, 2011), pp. B1, B7 “The Yawning of a New Era,” M. V. Rafter, Workforce Management (December 2010), pp. 3–4 “Deutsche Says It Does More with Less,” M. Turner, Financial News (June 2, 2011), efinancialnews.com David J. Abramis (1994) Relationship Of Job Stressors To Job Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558 Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652
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Work Stress - MBA Organisational Behaviour Seminar
- 1. Seminar 7b Group 13 Stuart Gow s11100919
- 2. Scope Introduction What is Stress? Point Counterpoint Fiji view Summary 7th April 2014 Seminar 7b: Work Stress 2
- 3. Responsible managers relieve the stress on their employees 7th April 2014 Seminar 7b: Work Stress 3
- 4. The Discussion… Should organisations be responsible for relieving & reducing stress in the workplace? Should they reduce stress? Is it to the Organisations competitive advantage? 7th April 2014 Seminar 7b: Work Stress 4
- 5. 7th April 2014 Seminar 7b: Work Stress 5
- 6. Stress An unpleasant psychological process that occurs in response to environmental pressures 7th April 2014 Seminar 7b: Work Stress 6
- 7. Possible sources of stress Environmental Factors Economic uncertainties Political uncertainties Technological change 10th March 2014 Case Study 3b: Job Satisfaction 7
- 8. Possible sources of stress cont. Personal Factors Family Personal relationships Marital difficulties Break-up of a relationship Troubles with children Overextended financial resources 7th April 2014 Seminar 7b: Work Stress 8
- 9. Possible sources of stress Organisational Factors Task demands relate to a person’s job. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization 7th April 2014 Seminar 7b: Work Stress 9
- 10. 10th March 2014 Case Study 3b: Job Satisfaction 10
- 11. Consequences Of Stress Symptoms Physiological Psychological Behavioural 10th March 2014 Case Study 3b: Job Satisfaction 11
- 12. To relieve/reduce stress or not… 7th April 2014 Seminar 7b: Work Stress 12
- 13. Point Stress can be relieved Lower stress is good It is organisation who should do this 7th April 2014 Seminar 7b: Work Stress 13
- 14. Counter Point Stress is part of “the game” Employees need to deal with it… Higher performance needs some stress 7th April 2014 Seminar 7b: Work Stress 14
- 15. Stress & Performance 7th April 2014 Seminar 7b: Work Stress 15
- 16. How is the Work Stress situation in Fiji? 10th March 2014 Case Study 3b: Job Satisfaction 16
- 17. Stress in different professions Public Sector Private Sector 7th April 2014 Seminar 7b: Work Stress 17
- 18. Type of Work Administrative Hands-On Operations Workload stress Too much multitasking Back-logs of work Office politics Physical labour Physical teams Heat/cold stress Health & Safety 7th April 2014 Seminar 7b: Work Stress 18
- 19. Stress is Personal Manner of work not pertinent Physical or office, no different: Stress is Stress 7th April 2014 Seminar 7b: Work Stress 19
- 20. Do responsible managers relieve the stress on their employees? 20th February 2013 Case Study: Coral Reef Resort 20
- 21. Not about Eliminating but Managing All workplaces = some form of stress Impossible to remove all stress “Managing Stress” 7th April 2014 Seminar 7b: Work Stress 21
- 22. Not ALL about Managers 7th April 2014 Seminar 7b: Work Stress 22 Everyone is responsible to MANAGE Individuals Groups & Teams Organisations
- 23. Individual & Group Level Individuals need to know their levels Groups be aware of stress in others Teams to support each other 7th April 2014 Seminar 7b: Work Stress 23
- 24. Organisational Level Improved employee selection & job placement Training Increased employee involvement Improved organisational communication Well being Programmes 7th April 2014 Seminar 7b: Work Stress 24
- 25. 7th April 2014 Seminar 7b: Work Stress 25
- 26. References Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B., Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia “The Retention Bonus? Time,” S. Greenhouse, The New York Times(January 8, 2011), pp. B1, B7 “The Yawning of a New Era,” M. V. Rafter, Workforce Management (December 2010), pp. 3–4 “Deutsche Says It Does More with Less,” M. Turner, Financial News (June 2, 2011), efinancialnews.com David J. Abramis (1994) Relationship Of Job Stressors To Job Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558 Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652 7th April 2014 Seminar 7b: Work Stress 26
- 27. Seminar 7b Group 13 Stuart Gow s11100919
Editor's Notes
- Physiological Symptoms stress could create changes in metabolism, increase heart and breathing rates and blood pressure, bring on headaches, and induce heart attacks. Evidence now clearly suggests stress may have harmful physiological effects. Psychological Symptoms Job dissatisfaction is “the simplest and most obvious psychological effect” of stress. other psychological states—for instance, tension, anxiety, irritability, boredom, and procrastination. Behavioural Symptoms include reductions in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.
- Although the reality on the ground is that all workplaces have some form of stress, it is not solely the responsibility of the manager to relieve all these stresses on their employees. More than relieve stress, I prefer to think of it a ‘managing stress’ in the workplace.
- Although the reality on the ground is that all workplaces have some form of stress, it is not solely the responsibility of the manager to relieve all these stresses on their employees. More than relive stress, I prefer to think of it a ‘managing stress’ in the workplace. As has been discussed a little bit of work induced stress can be good for productivity, while too much stress has a negative effect. To further complicate this, every person has different stressors and levels of stress, not just as individuals but also day to day. Only one of the three sources of stress are controlled by management, namely the Organisational Factors, with the Environmental; and Personal Factor beyond their control.