The document discusses sources of work stress and methods for managing stress. It identifies potential sources of stress as environmental, organizational, and individual factors. These include economic uncertainties, political issues, technological changes, terrorism, task demands, roles, interpersonal relationships, organizational structure and leadership, and personal problems. High levels of unmanaged stress can lead to physiological, behavioral, and psychological symptoms. Methods for managing stress include implementing time management, increasing exercise, relaxation training, expanding social support, improving personnel selection, training, goal setting, job redesign, communication, and wellness programs.

1. © 2005 Prentice Hall Inc. All rights reserved. 18–1
Work Stress and Its ManagementWork Stress and Its Management
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.

2. © 2005 Prentice Hall Inc. All rights reserved. 18–2
Work Stress and Its ManagementWork Stress and Its Management
Constraints
Forces that prevent individuals
from doing what they desire.
Demands
The loss of something
desired.

3. © 2005 Prentice Hall Inc. All rights reserved. 18–3
Potential Sources of StressPotential Sources of Stress
 Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical innovations
– Terrorism in threats to physical safety and security

4. © 2005 Prentice Hall Inc. All rights reserved. 18–4
Potential Sources of StressPotential Sources of Stress
 Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or decline)

5. © 2005 Prentice Hall Inc. All rights reserved. 18–5
Potential Sources of Stress (cont’d)Potential Sources of Stress (cont’d)
 Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning capacity
– Personality problems arising for basic disposition
 Individual Differences
– Perceptual variations of how reality will affect the
individual’s future.
– Greater job experience moderates stress effects.
– Social support buffers job stress.
– Internal locus of control lowers perceived job stress.
– Strong feelings of self-efficacy reduce reactions to job
stress.

6. © 2005 Prentice Hall Inc. All rights reserved. 18–6
Consequences of StressConsequences of Stress
High LevelsHigh Levels
of Stressof Stress
High LevelsHigh Levels
of Stressof Stress
PhysiologicalPhysiological
SymptomsSymptoms
PhysiologicalPhysiological
SymptomsSymptoms
BehavioralBehavioral
SymptomsSymptoms
BehavioralBehavioral
SymptomsSymptoms
PsychologicalPsychological
SymptomsSymptoms
PsychologicalPsychological
SymptomsSymptoms

7. © 2005 Prentice Hall Inc. All rights reserved. 18–7
Managing StressManaging Stress
 Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network

8. © 2005 Prentice Hall Inc. All rights reserved. 18–8
Managing StressManaging Stress
 Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs