Presenting about stress and work well-being The presentation is about stress and how to reduce and manage properly, also talking about the strategies to prevent bullying and other types of violence that occur in the workplace, including the topic about some hypotheses about frustration-aggression and justice.

1. Here is where our presentation begins!
Presented by a great team
1. Geovani Imanuela (1924090154)
2. Ayu Mulia Kuswara (1924090028)
3. Ika Fitriyanti S (1924090035)
4. Rain Stefanus (1924090038)
5. Desy Juwita (1924090052)
6. Gilang Pangestu (1924090256)
Stress & Work Well-Being
Industrial & Organizational Psychology
The Lecturer of I-O Psychology Class :
ZAINUN MU`TADIN, S.Psi., M.Psi.

2. The Problem Of Stress

3. A comprehensive framework for studying work
stress was developed by Kahn and Byosiere
WORK STRESSOR
(TASK & ROLE STRESSOR)
STRAINS, OR THE
CONSEQUENCES OF STRESS
(BURN OUT, HEART
DISESASE).
Studying
Workplace
Stress EMODERATOR OF THE
STRESS PROCESS
(INDIVIDUAL DIFFERENCES &
SOCIAL SUPPORT)

4. ABOUT US
You could enter a subtitle
here if you need it

5. Stressors : Physical or psychological
demands to which an individual responds.
Examples of physical stressors include excessive heat, noise,
and light.
Examples of psychological stressors are role ambiguity,
interpersonal conflict, lack of control, and even the incessantly
ringing phone or the “ding” from your computer or smartphone
telling you that you’ve got yet another incoming e‐mail.
Examples of strains that can result from chronic or persistent stress are burnout,
anxiety, and physiological consequences such as high blood pressure and heart disease.

7. Consequences
of Stress

8. Behavioral Consequences of Stress
Information Processing
Cronics stress has negative effects on memory,
reaction time, accuracy & task performance.
Performance
Hypothesis: Performance & stress have an inverted U
relationship (Figure 10.2)
- As arousal increases, performance increases, but only
up to certain point & then performance begins to
decline.

9. Psychological Consequences of Stress
Stressful situations cause overactiveation of
sympathetic nervouse system (SNS) producing several
kinds of stress hormones
• Initially, these changes can improve decision making & physical performance
• Chronic activation of SNS leads to “wear & tear” on coronary arteries & hearts
Burnout
Extreme state of psychological strain resulting from prolonged
response to chronic job stressors that exceed an individual’s
resources to cope with them
Measured with Maslach Burnout Inventory (MBI) (table 10.3)
3 Components
• Emotional exhaustion
• Depersonalization
• Low personal accomplishment

10. WORK SCHEDULES
Scheduling variations
3 different scheduling formats
• Shift work
• Fixed shift
• Rotating shift
• Flextime
• Compressed
workweek
• telecommuting

11. Theories of Stress
DEMAND CONTROL MODEL
Two Factors prominent in producing job
stress :
1. Job Demands ;
Workload or Intellectual Requirements
2. Control ;
Autonomy & Discretion for using
different skills

12. Demand Control Model (con’d)
“Low Strain” job
Architect, Dentist
“Passive” jobJanitor, Night
Watchman
“Active” job
Physician, Manager
“High Strain” job
Mail Worker, Cashier

13. Demand-Control Model
(cont’d)
Job Content Questionnaire (JCQ)
1. Role overload & role conflict (demands)
2. Skill utilization & job decision ( control)
3. Depression, job dissatisfaction, sleep problems (health consequences)

14. Person Environment Fit Model
Consider external influences
like social support from family
and work sources
Hypothesis : Fit between person and
environment determines
amount of stress that person
perceives
Person-Job fit
vs
Person-
Organization fit

15. Individual Differences in
Resistance to Stress
Locus of Control
Positive self worth
thai is considered
to be an important
resource for
coping
Set of personality
characteristics
that provide
resistence to
stress
Hardiness Self-Esteem
Belief of
individuals that
what happens to
them is under their
control

16. Type a Behavior Pattern
Moderator of stessor-strain
relationship. Individuals
displaying TABP characterized
by ambitiousness, impatience,
easily aroused, hostility, and
urgency
Hostility is primary TABP
subcomponent associated with
increase risk of heart disease &
other longterm, harmful helath
outcomes

17. In 1990, stress was listed for the first time as one of the top 10 occupational health risks in the
United States. As a result, concerns about stress at work became much more prominent in public
and government discussions of health. The Handbook of Occupational Health Psychology
provides a comprehensive source for a variety of occupational health psychology issues, including
work–family balance, work design, and stress management interventions.
Occupational health psychologists often divide their approaches to stress reduction and
management into three major categories: primary, secondary, and tertiary interventions
Reducing and Managing Stress

18. Cognitive
Restructuring
Type of stress intervention that
focuses on changing
perceptions and thought
processes that lead to stress;
reduces stress by changing the
individual’s perception of,
or capacity to meet the
demands of, the work
environment.
Work & Job Design
Work and jobs can be designed or
redesigned to reduce such
stressors as noise, interruptions,
time pressure, role ambiguity, and
the number of hours worked .
Primary prevention strategies are concerned with modifying or eliminating
stressors in
the work environment and therefore said to be stressor‐directed.
Examples for primary prevention strategies is Job redesign and cognitive
restructuring.
Primary Prevention Strategies

19. Stress Management Training
● A program useful for helping employees deal with
workplace stressors that are difficult to remove or
change.
Relaxation and Biofeedback Techniques
● Relaxation techniques include progressive muscle
relaxation and deep-breathing exercises.
● Meanwhile, Biofeedback Stress management technique
that teaches individuals to control certain body functions,
such as heart rate, blood pressure, and even skin
temperature, by responding to feedback from an
electronic instrument.
Secondary prevention strategies involve modifying responses to inevitable demands or stressors; thus, they
are said to be response‐directed.
Secondary Prevention Strategies
Social Support
● Social support is the comfort, assistance, or information
an individual receives through
● formal or informal contacts with individuals or group.

20. Tertiary Prevention Strategies
Tertiary prevention strategy Stress
prevention strategy focused on
healing the negative effects of
stressors. Example, Employee
assistance programs (EAPs).
• Employee assistance
programs (EAPs)
Counseling provided by an
organization to deal with workplace
stress, alcohol or drug difficulties,
and problems stemming from
outside the job.

21. Violence occurs by a nonemployee
to an employee.
● The perpetrators : ROBBERS
● The victims : (normally) the clerks
● Often happens in convenience stores or
gas stations
● The victims got threatened, and often
assaulted.
Violence at Work
But??? Workplaces were seen as protected environments and have to make the workers feel safe to work!
Violence is becoming more common and in the workplaces,
So therefore more important to I-O Psychologist
Violence occurs by a nonemployee
to an employee.
● The perpetrators : one of employees

22. According to many hypotheses, the workplace become more violent since 1990s
WHY??????• The surge of layoffs, mergers, and acquisitions
has caused radically increasing stress at the
workplace.
• The large numbers of ‘Baby Boomers’ in the
workforce; fewer jobs are available
• Multicultural workplaces make prejudices and
biases will enter into the interaction between
workers
• Greater tendency for workers abusing drugs
and alcohol that could elevate the violent
occurences
• Organizations have eliminated layers of
management to reduce opportunities for
communication about frustrating situations

23. Stress & Workplace Violence
Requires consideration of personal characteristics & stressful aspects
Kinney—stressful
factors correlated with
workplace violence
include:
• Being passed over for an
expected promotion
• Financial problems
• Estranged or strained
relationships with co-
workers
• Perception of being
targeted by management
Low self-esteem correlates with
work place violence
Baumeisterm Smart, and Boden—
Violence is commonly a result of a
high self-esteem
▪ Interpersonal conflict = Stressor
= Workplace violence
• Managers and supervisors have
to be particularly & verbally
mindful at communicating.
Feldman & Johnson
Data from 60 incidents of workplace
violence:
✓ 68% of the perpetrators ever got
diagnosed before the incident.
✓ One-third were diagnosed with
depression
✓ Half were diagnosed with either a
personally disorder or substance
had:
1. Personality disorders that made
them respond poorly to the stres
2. Conflicted relationships at work
3. Inappropriate and angry reactions
to perceived treats to their self-
esteem

24. The “Typical” Violent Worker
The exception of the workers who is suffering from a serious mental illness/disorder
:
▪ Doesn’t participate in organizational events
▪ Has few outside interest
▪ Has worked for the company for some time
▪ Has a history of violence
▪ Is a white male between 25 and 50 years of age
▪ Has lost or is worried about losing his or her job
▪ Has a history of conflicts with co-workers, supervisor, or both
▪ Has previous exposure to aggressive cultures
▪ Has difficulty accepting authority
▪ Commonly violates company policies and rules
▪ Works in a company or work group with an authoritarian management style
▪ Abuses alcohol
The following list of possible characteristics of a perpetrator
(not likely having all these characteristics)
Most cases involve some feeling of
being treated unfairly.
The perpetrator has some real or
imagined grievance against the
organisation or a person in the
organization.

25. Theories of Workplace Violence
Frustration—Aggression Hypothesis & The Justice Hypothesis
Dollard, Doob, Miller, Mowrer,
and Sears
✓ Frustration—aggression hypothesis is related
to the work behavior, particularly
counterproductive behaviour.
✓ Frustration can be eliminated through
constructive behaviour. But if the individual
doesn’t believe it, then aggressive action will
be taken instead.
Aggression was only one possible response
to frustration and that not everyone
responded to frustration with aggression.
● High self-esteem was positively
associated with violence.
● People who believe in their own
superiority are the most likely to
engage in aggressive and positive
actions.
Baumeister & colleagues (1996)
Fox & Spector (1999)
▪ An observed emotion
that appears to
accompany violence
▪ By-product of anxiety
or fears.
▪ A root of the violence.
How About the
‘ANGER’ ?
Frustration—Aggression Hypothesis

26. The Justice Hypothesis
3 TYPES OF JUSTICE:
✓ The prudent employer will pursue ways to
create justice perceptions in each of the three
areas, initiatives that can maintain a satisfied
and productive workforce can also reduce the
possibility of violence.
❑ Procedural justice
Issues of due process and whether all the
individuals are treated equally
❑ Distributive justice
Actual outcomes, such as layoffs, and
whether a particular individual believes
that she/he deserves the outcome.
❑ Interpersonal justice
Deala with the manner by which decisions
are communicated.
Compassionately & Respectfully—OR—
Callously & Demeaningly
.
Folger & Barmor (1996)
▪ Examined the role of procedural justice in employee
aggression among non faculty employees of a Canadian
University.
▪ Perceptions of procedural injustice were associated with
aggression against supervisors
▪ Alcohol consumption interacted with these feelings of
injustice
▪ Increased workplace surveillance was associated with a
greater likelihood of aggressive acts directed toward
supervisors.
Greenberg & Barling
(1999)
o Job loss seems to be involved in
many acts of workplace
violence and aggression.
o They discovered : as layoffs
increased, so did violent and
threatening behavior (as
defined by increases in civil
commitments) but only up to a
point.
o If layoffs continued to increase,
thenviolent, and threatening
behavior began to diminish.
Catalano, Novaco, and
McConnell (1997)

27. A Special Type of Violence : Bullying
Bullying is not confined to schools; it is just as likely to occur at the workplace
● Bullying : subjecting a victim
to being harassed, offended,
socially excluded, or assigned
to humiliating tasks.
● The bully is often in a
position of superiority.
Zapf and Gross
(2001)
Hubert & Veldhoven (2001)
and Salin (2001)
The offending behavior must
occur repeatedly, over a relatively
long time (at least six months),
and by an individual with more
power than the victim for it to be
considered bullying.
Most surveys that have examined the
prevalence of bullying have concluded that
it is widespread.
Mikkelsen and Einarsen (2001)
Reported rates as high as 25 percent in the
workforce.
Hoel, Cooper, and Faragher
(2001)
Reported that when the period of time
covered is five years, the rate rises to
almost 50 percent in Great Britain.
Nielsen and Einarsen (2012)
Exposure to bullying was associated
with increased mental and physical
health problems, increased burnout,
increased intentions to leave the
organization, as well as reduced job
satisfaction and organizational
commitment.
Reported that the prevalence of bullying is
just as great in professional and
white‐collar positions as it is among blue-
collar workers.

28. There are related phenomena to
investigate and understand.
From an organizational point of
view,
Bullying can be seen as the
escalation of conflict
1. Critical incident.
There is a work‐related dispute between two
individuals.
2. Bullying and stigmatizing.
The person in the inferior position is stigmatized
and subjected to increasingly aggressive acts by
the bully. The intent of the bully is to damage the
victim in some way.
3. Organizational intervention.
The organization steps in and makes the dispute
“official.”
4. Expulsion.
The victim (not the bully!), by now stigmatized
and possibly acting in ineffective and traumatized
ways, is separated from the organization.
● First, both schools and workplaces have had
an increase in cyberbullying, which is
bullying that takes place through electronic
technology.
● Second, there is increasing consideration of
the phenomenon of mobbing, which is
similar to bullying but is a group
phenomenon that involves multiple bullies
and a single victim.
● Cyberbullying, and mobbing, we expect a
great deal of research on these topics from
researchers in many regions of the world.

29. Perceived justice—distributive, procedural, and interpersonal—
seems to be central to many, if not most, instances of workplace
violence.
Violent acts are often precipitated by an organizational action
such as a layoff, termination, or negative performance review.
Whenever an action of this kind is contemplated, it would be wise
to analyze the action from the point of view of the person or
persons likely to be affected by that action, with a particular
emphasis on justice issues,
What Can We Conclude about
Workplace Violence?

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