This document discusses stress management in organizations. It presents a model of stress that includes environmental, organizational, and individual factors. It identifies four key variables that influence an individual's ability to handle stress: perception, job experience, social support, and locus of control. The document then discusses the physiological, psychological, and behavioral effects of stress. It concludes by outlining individual approaches like time management and relaxation training, as well as organizational approaches such as selection and placement, job redesign, and wellness programs that can help manage stress.

1. Stress Management

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3. Organizational Factors Individual Factors Experience Stress Individual Differences Environmental Factors A Model of Stress

4. Enviromental Factors Economic Uncertainty Political Uncertainty Technological Uncertainty

5. Orgnizational Factors Task Demands Role Demands Interpersonal Demands Organizational Structure Organizational Leadership

6. Individual Factors Family Problems Economic Problems

7. Some people thrive on stressful situations, while others are overwhelmed by them. What is it that differentiates people in terms of their ability to handle stress? At least four variables — perception, job experience, social support, and belief in locus of control — have been found to be relevant moderators.

8. Relevant Moderators Perception Job experience Social Support Belief in Locus of Control

9. Perception The stress potential in environmental, organizational, and individual factors doesn't lie in their objective condition. Rather, it lies in an employee's interpretation of those factors.

10. Job Experience Experience is said to be a great teacher. It can also be a great stress-reducer.

11. Social Support There is increasing evidence that social support — that is, collegial relationships with co-workers or supervisors — can buffer the impact of stress.

12. Belief in Locus of Control Those with an internal locus of control believe they control their own destiny. Those with an external locus believe their lives are controlled by outside forces. Evidence indicates that internals perceive their jobs to be less stressful than do externals.

13. Experience Stress Physiological Symptoms Headaches High blood presure Heart Disease Psychological Symptoms Anxiety Depression Decrease in job satisfaction Behavioral symptoms Productivity Absenteeism Turnover

14. Stress Management Strategies Individual Approaches Organizational Approaches

15. Individual Approaches Time Management Physical Exercise Relaxation Training Social Support

16. Time Management An understanding and utilization of basic time management principles can help individuals better cope with job demands.

17. Physical Exercise Noncompetitive physical exercise such as aerobics, race walking, jogging, swimming, and riding a bicycle have long been recommended by physicians as a way to deal with excessive stress levels.

18. Relaxation Training Individuals can teach themselves to relax through techniques such as meditation, hypnosis, and biofeedback. The objective is to reach a state of deep relaxation, where one feels physically relaxed, somewhat detached from the immediate environment, and detached from body sensations.

19. Social Support Having friends, family, or work colleagues to talk to provides an outlet when stress levels become excessive. Expanding your social support network, therefore, can be a means for tension reduction.

20. Organizational Approaches Selection and Placement Goal Setting Job Redesign Participative Decision Making Organizational Communication Wellness Program

21. Selection & Placement Individuals with little experience or an external locus of control tend to be more stress-prone . Selection and placement decisions should take these facts into consideration.

22. Goal Setting The use of goals can reduce stress as well as provide motivation. Specific goals that are perceived as attainable clarify performance expectations. Additionally, goal feedback reduces uncertainties as to actual job performance. The result is less employee frustration, role ambiguity, and stress.

23. Job Redesign Redesigning jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress, because these factors give the employee greater control over work activities and lessen dependence on others.

24. Participative Decision Making By giving these employees a voice in decisions that directly affect their job performances, management can increase employee control and reduce this role stress.

25. Organizational Commitment Given the importance that perceptions play in moderating the stress-response relationship, management can also use effective communications as a means to shape employee perceptions .

26. Wellness Program These programs focus on the employee's total physical and mental condition. For example, they typically provide workshops to help people quit smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program.

27. Source of Reference: Stephen Robbins, Organizational Behavior , Prentice Hall International