1. Dynamics of Stress
Presentation by –
Group 5

2. A Model of Stress – What will be covered?

3. Too Much Work , Too Little Time

5. 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.
Constraints
Forces that prevent individuals from
doing what they desire.
Demands
The loss of something
desired.

6. Stress
• Challenge Stressor
 Stressors associated with work load, pressure to complete
tasks, and time urgency
• Hindrance Stressor
 Stressors that keep you from reaching your goals
Demands Resources
Responsibilities, pressures, Things within an individual’s
obligations, and even control that can be used to
uncertainties that individuals resolve demands
face in the workplace

7. Potential 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

8. Potential 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)

9. Potential Sources of Stress
• Individual Factors
 Family and personal relationships
 Economic problems from exceeding earning capacity
 Personality problems arising for basic disposition

10. Potential Sources of Stress
• 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.

11. Some people thrive on stressful situations while
others are overwhelmed by them.
Why?

12. 1. Perception
Perception is the process by which we select,
organize and interpret information inputs to create
a meaningful picture of the world.
It will moderate the relationship between potential
stress condition and an employees reaction to it.

13. Stress Potential does not lie in objective conditions.
It lies in an employee’s interpretation of those conditions

14. 2. Job Expereince
Experience on job tends to be negatively
related to work stress due to two reasons:-
(a) Voluntary turnover is more probable among
people who experience more stress.
(b) People eventually develop coping
mechanisms to deal with stress.

15. 3. Social Support
Social support is collegial relationships with co
workers or supervisors.
It acts as a palliative mitigating the negative
effects of even high strain jobs.

16. 4. Personality
Personality is the particular combination of
emotional, attitudinal, and behavioral
response patterns of an individual.
The most widely studied personality trait in
stress is Type A personality, particularly
that aspect which manifests in itself anger
and hostility.

17. Physiological and Psychological Symptoms of Stress
 Stress shows itself in a number of ways
High Blood Anxiety Difficult decision Appetite
pressure making Loss
Can be summed up in 3 general categories
Physiological Symptoms Psychological Symptoms Behavioral Symptoms

18. Physiological Symptoms of Stress
 Most of the early concern with stress was directed at physiological symptoms
 Research was led by specialist in health and medical sciences
 These research led to conclusion that stress could cause
Breathlessness
Abnormal Metabolism Increased Heart Beat
High Blood Pressure Headaches Heart Attacks

19. Physiological Symptoms of Stress
 The link between stress and particular physiological symptom is not clear
 Only a few consistent relationships have been found
 Sheer complexity of symptoms and difficulty in measuring them objectively
 Example
 Stressful job demands are linked to susceptibility to upper respiratory
illness and poor immune system function
 This is particular to person with low self - efficacy
Upper respiratory illness Poor Immune System

20. Psychological Symptoms of Stress
 Stress can cause dissatisfaction
 Job related stress can cause job dissatisfaction
Job Dissatisfaction
Simplest and Most Obvious Tension Anxiety Boredom
psychological effect
 Both Stress and Dissatisfaction are increased by jobs that make
 Multiple and conflicting demands
 Lack of clarity about duties, authorities and responsibilities
 Less control over the pace of work
 Low levels of variety,
 Significance
 Autonomy
 Feedback etc

21. Behavioral Symptoms of Stress
 Behavior related stress symptoms
Decreased Productivity Changed Eating Habits Increased Smoking
Rapid Speech Fidgeting Sleep Disorder

22. Inverted U Relationship between Stress and Job Performance
Intuitive model but not empirically supported

23. CONSEQUENCES OF STRESS ON THE
JOB

24. The consequences are very
severe
 Individual level
 Organisational level

25. Individual level
• Unwanted feeling and behaviour
• Physiological diseases
• Psychological diseases

26. Unwanted feeling and behaviour
 Screaming and shouting.
 Anger
 Isolation
 Poor eye contact
 Much of interpersonal conflict
 Increased tendency of suicide
 Increased smoking and consumption of alcohol
 Sleeping disorder
 Rapid speech and fidgeting

27. Physiological diseases
Head ache, dizziness, blurred vision
Increased blood pressure
Cardiovascular disease, increased heart and
breathing rate
High blood sugar and cholesterol
Aching neck and shoulders, increased muscle
pain

28. Psychological diseases
Depression and anxiousness
Short-temperament
Passiveness and aggressiveness
Lose of self confidence and self esteem
Inability to take sound decisions

29. A recent research shows
anywhere from 2/3rd of the
illness in humans is stress
related.

30. Organizational level
• Job dissatisfaction
• Lower productivity, decreased quality and
quantity of work
• Less organizational commitment
• Intention to leave the job, high labour turnover
• Absenteeism
• Performance and productivity losses/ low quality
of product and services
• Increasing complaints from customers
• Higher sick leave
• Loss of valuable staff, permanent vacancies,
premature retirement.

32. World health organisation has labelled
stress as worldwide epidemic. According
to recent study, today workplace stress is
estimated to cost companies more than $300
billion a year in poor performance,
absenteeism and health cost.

34. Stress Management (??)
•It is the amelioration of stress and especially
chronic stress often for the purpose of improving
everyday functioning.
•Stress produces numerous symptoms which vary
according to persons, situations, and severity.
These can include physical health decline as well
as depression

35. Stress - Different Perspectives
• Organizations’ View -> Low to moderate stress
increases employee performance
• High levels of stress or even sustained low
levels over long periods can lead to adverse
effects
• Individuals’ Standpoint -> Even low stress is
perceived as undesirable excessive pressure

36. Stress management: Individual Approach
“Taking personal responsibility for own well being“
Time
managemen
t techniques
Non
competitive
physical
exercise
ABC
strategy:
Relaxation
training
Awareness
Balance
Control
Expanding
social
network

37. Stress management: Organizational Approach
• Improved personnel selection & job
placement
• Goal Setting
• Redesigning jobs
• Increasing Employee Involvement
• Organizational Communication
• Sabbaticals
• Wellness Programs

38. Thank You!