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1. Group 5 Proudly Presents

3. Objectives:
TO UNDERSTAND
 The role of stress in Employee Health
 Extreme Forms of Stress Reactions
 Causes and Symptoms of Stress
 Organizational Effects of Stress
 Actions that may prevent or reduce Stress
 Different Counseling Functions
 Three Types of Counseling and their usefulness

4. What Stress Is??
 Stress is the general term applied to
the pressures people feel in life. The
presence of strees at work is almost
inevitable in many jobs. However,
individual differences account for a
wide range of reaction to stress;

5. Typical Negative Symptoms of
Stress
 Physiological: Ulcers, Digestive problems, Headaches,
High blood pressure, Sleep disruption.
 Psychological: Emotional instability, Moodiness,
Nervousness and tension,
Chronic worry, Depression, Burnout.
 Behavioral: Excessive smoking,Abuse of alchol or
drugs, Absenteeism, Aggression,
Safety problems, Performans problems.

6. Extreme Products of
Stress
Burnout: a situation in which employees are
emotionally exhausted, become detached from
their clients and their work and feel unable to
accomplish their goals.

7. Extreme Products of
Stress
Trauma: Another severe product of
stress is trauma, occurs following a major
threat to one’s security. The event could
be a natural disaster, an organizational
crisis, dramatic employee abuse by the
employer, or personal job loss.

8. 3 types of Trauma
Workplace Trauma – it can arise from harassment at work,
wrongful termination, discrimination or an employees perceived
incapacity to meet evolving performance expectation.
Lay off survivor Sickness – feelings of uncertainty, anger, guilt
and distrust.
Workplace Violence – harmful physical action against co-
workers, managers or company’s property include unprovoked
fights, destruction of property or use of weapons to harm others.

9. Causes of Stress
Stressors. Conditions that tend to cause stress, combine
to pressure an employee in a variety of ways until stress
develops.
Two Types of Stressors
Organizational Stressors - related on the job
Non-work Stressors – not related on the job

10. Work overload
Time pressures
Poor quality of supervision
Insecure job climate
Lack of personal control
Role conflict and ambiguity
Differences between company and employee values
Tecnology with training or support
Job-RelatedCauses of Stress cont. ..
ypical causes of stress on the job

11. Causes Types
Consequences
Organizational
Stressors
Nonwork Stressors
Employees
Individual
differences Positive
stress
Negative
stress
Constructive
organizational and
personal consequences
• Short term
• Long term
Destructive
organizational and
personal consequences
• Short term
• Long term

12. Job-RelatedCauses of Stress cont. ..
Frustration
It is a result of a motivation (drive) being blocked to
prevent one from reaching a desired goal.
Types of reaction
 Aggression
 Apathy
 Withdrawal
 Physical disorder
 Substitute goals
Source of Frustration
Management
Work itself
environment

13. Frustration and Management
Practice
Supportive Managerial Role
 where management attempts to
motivate employees strongly, it also
should be prepared to remove barriers and
help prepare the way for employees to
reach their goal.

14. Stress and Job Performance
Stress can be either helpful or harmful to job
performance, depending on its level.
Constructive Stress – is a healthy stimulus that
encourages employees to respond to challenges.
Destructive Stress – performance begins to decline
at some point because excess stress interfere with
performance

15. Stress and Job Performance cont, ..
Stress Performance Model
StressLow High
Job Performance
Low
High

16. Stress Vulnerability
Two Major Factors
Stress Threshold Perceived Control
Worker vulnerability to
stress is a function of both
internal (organizational)
and external (non work)
stressors.
 The second internal factor
affecting employee stress
is the amount of perceived
control they have over their
work and working
conditions

17. Type A and Type B People
Type A People Type B People
 aggresive and
competitive
 set high standarts
 impatient with
themselves and others
 thrive under constant
time pressures
 More relaxed and
easygoing
 can easily accept
situations rather than
fight them competitively.
 Highly productive
workers

18. Approaches to Stress Management
 Three approaches: prevent, escape, cope
To eliminate or reduce stressors for employees
management should seek to
 Empower employees through participation
 Redesign jobs to be more fulfilling
 Implement organization development programs
 Improve managerial communication skills

19. Common Personal Strategies for
Managing Stress
 Resist working long hours or accepting overtime
 Volunteer for flextime or other alternative work
schedules
 Maintain a healthy diet and eat regularly
 Avoid procrastination
 Set reasonable goals for yourself
 Develop a simple method of organizing things and
adhere to it
Approaches to Stress Management
cont. ..

20. Approaches to Stress Management cont. ..
 Social support : is the network of helpful activities,
interactions and relationships that provides an employee
with the satisfaction of important needs.
 Relaxation : Some employees have turned to various
means of mental relaxation to adjust to the stresses in their
lives.
 Personal Wellness : encourage changes in lifestyle, such
as breathing regulation, muscle relaxation, positive imagery,
nutrition management and exercise, enabling employees to
use more of their full potential
Types of support

21. Employee
Counseling

22. Employee Counseling
 is the discussion with an employee of a problem that
usually has emotional content in order to help the
employee cope with it better seeks to improve employee
mental health and well-being.
 An exchange of ideas and feelings between two people,
nominally a counselor and a counselee. So it is an act of
communication.
What Counseling is?

23. Counseling may be performed by both
professionals and nonprofessionals.
Counseling usually is confidential so that
employees will feel free to talk openly about
their problems. It also involves both job and
personal problems, since both types of problems
may affect an employee’s performance on the
job.
Employee Counseling

24. What counseling can do ?
The general objectives of counseling are :
To help employees grow in self confidence
Understanding self control
Ability to work effectively
Encourage employee growth and self direction

25. Need for Counseling
Most problems that require counseling
have some emotional content. Emotions
are a normal part of life. Nature gave
people their emotions and these feeling
make people human. On the other hand,
emotions can get out of control and cause
workers to do things that are harmful to
their own best interests and those of the
firm..

26. The managers counseling role
 Counseling functions usually can be performed
successfully by skilled managers
 Managers are important counselors because
they are the ones in day to day interaction
with employees
 Performing all six counseling functions
 Managers should not close their eyes to the
emotional problems of employees and refuse
to discuss them

27. Functions of
Counseling
1. Advise : Telling a person what you think should be done;
coaching
2. Reassurance : Giving people courage and confidence
that they are capable of facing problems
3. Communication : Providing information and
understanding
4. Release of Emotional Tension : Helping a person feel
more free of frustrations and stress
5. Clarified thinking : Encouraging more coherent, rational
and mature thought
6. Reorientation : Encouraging an internal change in
goals, values and mental models

28. Types of Counseling
Directive Counseling Nondirective Counseling
 is the process of listening
to an employee’s problem,
deciding with the
employee what should be
done and then telling and
motivating the employee
to do it.
 It is the process of skillfully
encouraging a counselee to
explain troublesome
problems, understand them
and determine appropriate
solutions. It focuses on the
counselee rather than on the
counselor as judge and
adviser; thus it is client-
centered.

29. Participative Counseling A Contingency View
Participative counseling
(also called cooperative
counseling) is a mutual
counselor-counselee
relationship that
establishes a cooperative
exchange of ideas to help
solve a counselee’s
problems.
A manager’s decision to
use either directive,
participative or
nondirective counseling
with an employee should
be based on an analysis of
several contingency
factors. It should not be
made solely on the
manager’s personal
preference or past
experience..

30. Presented by :
Cañete, Rodrigo Jr. Loynay
Castro, Ciela Santos
Corpuz, Shiela Marie M.
Cuevas, Kriszandra Mylen Santos
Dacayo, Mary Grace Masi
Dalimit Jr., Juliano Santillan
De Veyra, Jan Edward Beljot
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