Stress: The Essence of Life The soldier who sustains wounds in battle, the mother who worries about her soldier son; the gambler who watches the races

Transcription

1 Role Stress Management Prof. Farooq A Shah Department of Management Studies Central University of Kashmir 1

2 Stress: The Essence of Life The soldier who sustains wounds in battle, the mother who worries about her soldier son; the gambler who watches the races, the horse and the jockey he bet on; they are all under stress The beggar who suffers from hunger and the glutton who overeats; the little shopkeeper with his constant fears of bankruptcy and the rich merchant for yet another; they are also under stress. The housewife who tries to keep her child out of trouble, the child who scalds himself and especially the particular cells of the skin over which he spilled the boiling coffee; they too are under stress This is a fundamental question in the life of everyone; it touches closely upon the essence of every life 2 (HANS SELYE, 1956)

3 Salient Features of Stress Stress level is on the gradual rise Stress is additive in nature Stress has a spillover effect Stress Stress per se is not bad - Distress - Eustress 3

4 What is Stress? In Physical Sciences: Stress is the force, pressure or tension exerted on a material object that disturbs its homeostasis and strain is the resultant perversion or distortion. In Behavioral Sciences: Stress is a state of mental or emotional strain resulting from adverse or demanding circumstances Stress is defined as a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet that demand. 4

5 Stress Perspectives Stress: A stimulus Stress: A response Stress: An interaction (three dimensional perspective) Interaction between stimulus and response; moderated by intervening factors 5

6 What is Stress? A 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. 6

7 General Adaptation Syndrome (Hans Selye) Resistance Level NORMAL LEVEL OF RESISTANCE Alarm Stage Resistance Stage Exhaustion Stage General Adaptation Syndrome 7

8 Three stages of adaptation (GAS) Alarm reaction stage- Perception of stressor Initial shock phase Distortion of homeostasis Lowered resistance Changes in bodily functions (heart rate, blood pressure, increased release of hormones) Followed by heightened resistance 8

9 Three stages of adaptation (GAS) Resistance stage- Ability to cope rises above normal level because of activated defense mechanisms Long term high level adaptation Adaptation aimed at restoration of homeostasis In case situation prolongs, the adaptation reaches to the next stage Exhaustion stage- Body must rest and recover from heightened resistance stage Long term high level resistance depletes energy reserves Prolonged resistance leads to systemic breakdown If situation persists, there is exhaustion and collapse 9

10 Criticism of GAS model Based on research conducted on infra-human subjects where stressors are mostly physical Adaptation process is not same for all in all situations Existence of a non-specific response is not always true especially in case of physical stressors Reactions from non-human subjects are more perceptible and measureable as compared to human responses 10

11 Dimensions of Stress Overstress (Hyperstress) Negative Stress (Distress) Stress Variations Positive Stress (Eustress) Understress (Hypostress) 11

12 Stress-performance Relationship OPTIMUM STRESS Creativity Progress Improvement Satisfaction Level of Performance LOW STRESS Boredom Frustration Dissatisfaction RUSTOUT ZONE HIGH PERFORMANCE ZONE HIGH STRESS Exhaustion Surrender Illness BURNOUT ZONE Level of Stress 12

13 Distinction between Role & Job/Work JOB/WORK It is a relationship of authority and responsibility Relationship between a worker and his peers, co- workers of the formal group ROLE It is a relationship of expectations and obligations Relationship between a role occupant and various role-senders (self, other members & non-members) 13

14 DIMENSIONS OF ROLE STRESS Inter-role Distance (IRD) A situation of stress that arises due to conflict between different roles one occupies simultaneously. Consider the incompatibility between your role as father and as a member of the organisation. 14

15 DIMENSIONS OF ROLE STRESS Role Stagnation (RS) A feeling which arises because the role gets stagnant and does not grow with the growth of the individual or the individual gets stagnant and does not grow proportionately with the growth of the role. Either too much of monotony in role or too much of change in role causes role stagnation. 15

16 DIMENSIONS OF ROLE STRESS Role Expectation Conflict (REC) A stress situation that arises due to conflicting and inimical expectations and demands from various role- senders ( e.g. conflicting expectations from the boss and subordinates). 16

17 DIMENSIONS OF ROLE STRESS Role Erosion (RE) A condition of stress arising when a role has been reduced in importance or somebody else gets the credit for doing what is expected to be done in the incumbent s own role. 17

18 DIMENSIONS OF ROLE STRESS Role Overload (RO) A state of stress where the role occupant feels that he is required to do too much or too difficult a job within the available time and resources. It includes both quantitative as well as qualitative overload 18

19 DIMENSIONS OF ROLE STRESS Role Isolation (RI) A situation where the role occupant feels that certain roles in the role-set are, psychologically and emotionally, at a distance. Weak linkages in the organisational role- set mean high role isolation and vice versa. 19

20 DIMENSIONS OF ROLE STRESS Personal Inadequacy (P In) A stress that occurs when the role occupant feels that his /her personal competence and skills are inadequate to meet the requirements of his/her role. 20

21 DIMENSIONS OF ROLE STRESS Self-role Distance (SRD) A state of stress where role occupants find a gap between their values and beliefs and the roles they are to play in their work settings. 21

22 DIMENSIONS OF ROLE STRESS Role Ambiguity (RA) A condition of stress where there is lack of clarity by the role occupants about the expectations and the requirements of the job assignments. Lack of information or understanding in relation to the activities, responsibilities, norms or priorities in the job cause this kind of stress. 22

23 DIMENSIONS OF ROLE STRESS Resource Inadequacy (R In) A condition of stress arising out of a feeling that the material, physical, financial, manpower resources available are inadequate to meet the requirements of ones role. 23

24 STRESS MODEL Potential Sources of Stress Individual Organisational Environmental Individual Differences Stress Experience Consequences of Stress Physiological Psychological Behavioural 24

25 Individual Sources/Factors Family and personal relationships Economic /financial problems Personality characteristics and individual dispositions 25

26 Organizational Sources/Factors Role related stresses Organizational structure Organizational culture and climate Leadership and Managerial style Organization s life stage (growth, stability, or decline) Job and physical conditions 26

27 External/Environmental Sources Economic uncertainties Political uncertainties Technological uncertainties Other environmental factors 27

28 Individual differences/moderators of stress experience & coping Personality Type: Type A & Type B Individual Dispositions: Perception Self Efficacy. Locus of Control: Internality vs Externality Social, Emotional & Material Support Experience 28

29 Consequences of Stress Physiological Consequences Psychological Consequences Behavioural Consequences 29

30 Physiological Consequences Cardiovascular diseases Hypertension CHD/ cardiac failures Effects on Immune system Susceptibility to infections Stomach disorders Gastric and Peptic Ulcers 30

31 Physiological Consequences contd. Sexual disorders Loss of sexual appetite Amenorrhoea Malignancy and cancers Bronchial asthma Tumors Diabetes Headaches, backaches & limb aches 31

32 Psychological Consequences Job dissatisfaction Reduced job involvement/commitment Anxiety and tension Depression Anger and Irritability Boredom Job burnout and emotional fatigue 32

33 Behavioural Consequences Consequences for Organizations: Low job performance/low productivity Absenteeism Turnover and attrition Workplace hostility Workplace aggression Workplace accidents 33

34 Behavioural Consequences Consequences for individuals/workers: Under-eating/over-eating Sleep disorders Alcoholics Increased smoking Drug abuse Fidgeting Aggression/interpersonal problems Accidents 34

35 Stress and Coping co-exist For eating the forbidden fruit, Adam s banishment from the Garden of Eden must have been the first stress experience of man. The great flood and the ways in which Noah coped with it must have been the first known instance of stress management. (Anonymous) 35

36 Stress Management Classification of coping strategies: Flight/Avoidance Strategies (Dysfunctional) Fight/Approach Strategies (Functional) Individual Strategies Organizational Strategies Preventive Strategies Combative Strategies 36

37 Individual Strategies & Interventions Lowering Stressful Arousal Marshalling and Sharpening Resources Tolerating Stressors through Cognitive Modification (Cognitive Therapy) Monitoring Stressors and Symptoms Altering Stress-inducing Behaviour Patterns Avoiding Stressors Through Adjustment Developing Effective Coping Responses/Resources 37

38 Individual Strategies Preventive Interventions Lowering Stressful Arousal Deep breathing Yoga/Progressive muscle relaxation (PMR) Transcendental meditation (TM) Benson technique /Diagnostic meditation (DM) Self-hypnosis/Guided imagery Physical exercise Biofeedback 38

39 Individual Strategies Preventive Interventions Marshalling and Sharpening Resources Social skills training Assertive training Problem solving skills training Tolerating Stressors through Cognitive Modification Cognitive appraisal Cognitive restructuring/cognitive rehearsal Stress inoculation training 39

40 Individual Strategies Preventive Interventions Monitoring Stressors and Symptoms Stress diaries Muscle monitoring Tension thermometer 40

41 Individual Strategies Combative Interventions Developing Coping Resources Time management Social support Altering Stress-inducing Behaviour Patterns Altering type-a behaviour pattern Avoiding Stressors through Adjustment Family/work balance Career planning 41

42 Organizational Strategies Role Interventions Job Interventions Managerial Interventions 42

43 Organizational Strategies Role Interventions Role integration Role negotiation Role transition Role linkage Role clarification Role making Role slimming Role enrichment Resource generation Role linkage 43

44 Job redesign Organizational Strategies Job enrichment Job Interventions Job expansion/slimming Work Scheduling Flextime Job sharing telecommuting 44

45 Organizational Strategies Managerial Interventions Organizational restructuring Decentralization/job autonomy Participative decision making Orgl. Climate surveys Attitude surveys Job characteristics approach Realistic job preview Socialization program Training and development Employee Assistance Program 45

46 Developing Effective Coping: An Attitudinal Therapy Role PICS (Projective Instrument of Coping Styles) 46

47 Role PICS DIMENSIONS OF COPING STYLES MODE OF COPING: Avoidance or Approach LOCUS OF CONTROL: Externality-High/Low Internality-High/Low 47

48 STRESS COPING STRATEGIES (Mode of Coping) AVOIDANCE The situation is left un- resisted. The reality of stress is either totally denied or its feeling is reduced through use of drugs, alcohol and/or smoking. It involves any other palliative activity that aims at moderating the feeling and impact of stress. APPROACH The situation is faced & confronted as: a threat, a challenge, or an opportunity. A solution is worked out either by: adjusting the internal conditions, or influencing the environmental forces, or both. It involves the active management of the problem. 48

49 LOCUS OF CONTROL (INTERNALITY vs EXTERNALITY) Internality The feeling that the individual is himself responsible for stress. Aggression or blame is directed towards self. The individual may expect a solution of the problem from within. Externality The feeling that the external factors are responsible for stress. Aggression or blame is directed towards these forces. The individual may expect a solution of the problem from these external forces. 49

50 4 Combinations on Locus of Control Low on Internality and Low on Externality High on Internality and Low on Externality Low on Internality and High on Externality High on Internality and High on Externality 50

51 STRESS COPING STYLES E X T E R N A L I T Y L O W H I G H Impunitive (M) Intrapersistive (i) Extrapunitive (E) L O W Intrapunitive (I) Defensive (D) H I G H I N T E R N A L I T Y I N T E R N A L I T Y L O W Extrapersistive (e) H I G H Imper- sistive (m) Interpersistive (n) L O W H I G H 51 E X T E R N A L I T Y

52 4 AVOIDANCE COPING STYLES IMPUNITIVE (M) INTRAPUNITIVE (I) EXTRAPUNITIVE (E) DEFENSIVE (D) 52

53 AVOIDANCE COPING STYLES Salient Characteristics Pessimism Aggression and Blame Helplessness and Resignation Denial of the presence of stress Justifying or finding explanation for stress 53

54 AVOIDANCE COPING STYLES IMPUNITIVE (M) Low on Internality Low on Externality & Avoidance 54

55 Characteristics of Impunitive Style (M) It is a combination of low internality, low externality and avoidance. It is a fatalistic attitude, and blame and aggression for stress is evaded altogether. The situation is regarded as unavoidable. Helplessness or simple admission of stress are other characteristics. In relation to situation: 5 (So they load you with so much work), the responses like; Yes or what can be done about it? are Impunitive 55

56 AVOIDANCE COPING STYLES INTRAPUNITIVE (I) High on Internality Low on Externality & Avoidance 56

57 Characteristics of Intrapunitive Style (I) It is a combination of high internality, low externality and avoidance. Since the respondent considers himself responsible for the stress, blame and aggression for it is directed by him against the self. Responses showing self blame, remorse or guilt are put in this category. In relation to situation: 5 (So they load you with so much work), the responses like; I am myself responsible or I can t say no to 57 them are Intrapunitive

58 AVOIDANCE COPING STYLES EXTRAPUNITIVE (E) Low on Internality High on Externality & Avoidance 58

59 Characteristics of Extrapunitive Style (E) It is a combination of low internality, high externality and avoidance. Since the respondent considers someone else or some object in the environment responsible for the stress, blame and aggression for it is directed by him towards that person or object. In relation to situation: 5 (So they load you with so much work), the responses like; This org. is like that or these people are inconsiderate are Extrapunitive 59

60 AVOIDANCE COPING STYLES DEFENSIVE (D) High on Internality High on Externality & Avoidance 60

61 Characteristics of Defensive Style (D) It is a combination of high internality, high externality and avoidance. By involving the self & others and using avoidance mode, blame and aggression for stress is avoided with the help of defense mechanism. Denial of stress, giving explanation for it, justifying it or highlighting its benefits are indicative responses. In relation to situation: 5 (So they load you with so much work), the responses like; No; I don t think so; I enjoy it; they have confidence in me etc. are Defensive 61

62 APPROACH COPING STYLES IMPERSISTIVE (m) INTRAPERSISTIVE (i) EXTRAPERSISTIVE (e) INTERPERSISTIVE (n) 62

63 APPROACH COPING STYLES Salient Characteristics Optimism Self reliance/effort Reliance on others Joint effort 63

64 APPROACH COPING STYLES IMPERSISTIVE (m) Low on Internality Low on Externality & Approach 64

65 Characteristics of Impersistive Style (m) It is a combination low internality, low externality and approach. It is an optimistic attitude characterized by the hope that time or expected normal circumstances will bring about solution to the stress. Hope, patience and conformity are other characteristics. In relation to situation: 5 (So they load you with so much work), the responses like; Things will be alright soon or it is a matter of time etc. are Impersistive 65

66 APPROACH COPING STYLES INTRAPERSISTIVE (i) High on Internality Low on Externality & Approach 66

67 Characteristics of Intrapersistive Style (i) It is a combination high internality, low externality and approach. Self confidence and initiative are characteristics. Statements indicating that the subject will himself take action with regard to the solution of a stress problem are put in this category. In relation to situation: 5 (So they load you with so much work), the responses like; I shall fix up priorities or delegate a part of it etc. are Intrapersistive 67

68 APPROACH COPING STYLES EXTRASPERSISTIVE (e) Low on Internality High on Externality & Approach 68

69 Characteristics of Extrapersistive Style (e) It is a combination low internality, high externality and approach. Lack of self confidence and hope that the solution of the problem shall come from someone else or the external forces are characteristics. In relation to situation: 5 (So they load you with so much work), the responses like; I shall request my boss or my boss is aware of it and shall do something etc. are Extrapersistive 69

70 APPROACH COPING STYLES INTERPERSISTIVE (n) High on Internality High on Externality & Approach 70

71 Characteristics of Interpersistive Style (n) It is a combination high internality, high externality and approach. It is the opposite of defensive Style (D). Statements suggesting joint effort by the respondent and others to deal with the stress problem are categorized Interpersistive. It is the most effective and desirable coping style which entails joint and mutual efforts of people. In relation to situation: 5 (So they load you with so much work), the responses like; I shall sit and discuss with my boss to work out; or can you give me suggestions to deal with the problem etc. are are Interpersistive 71

72 STEPS IN USING ROLE PICS FOR PD/HRD Respond to the Instrument Prepare and analyserole Pics profiles Identify the responses with M I E D profile (Avoidance Styles) Sit with others with similar weak areas and discuss threadbare Identify factors for promoting Approach Styles (especially Interpersistive) and reducing Avoidance Styles (especially Impunitive) 72

73 Health and Financial Impact of Stress In its annual wellness report, world s largest provider of Employee Assistance Program ComPsych found that 38% of employees keep thinking about job stress related problems. The World Health Organization estimates that stress costs American businesses $300 billion a year. Stress has been the most common cause of long-term sickness absence for both manual and non-manual employees in CIPD s 2014-Absence Management Survey (a global HR development organization.) A recent report says that ailments due to work related stress is likely to cost India s exchequer around Rs crores between 2014 and